Download Ch01

Chapter 1
Part One: Individuals As Leaders
Who Is a Leader and
What Skills Do
Leaders Need?
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Learning Outcomes
1) Briefly describe the five key elements of leadership.
2) Identify and define the managerial leadership skills.
3) Explain the interrelationships among the levels of
leadership analysis.
4) Describe the major similarity and difference
between the trait and behavioral leadership
theories, and the interrelationships between them
and contingency theories.
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Leadership Described
• Why leadership development is important.
> Leadership is a key issue in management.
> Organizations invest heavily in leadership
development.
> Viewed as a competitive advantage.
> Critics state that new graduates lack the skills
to lead people.
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Why Study Leadership?
• Leadership applies to your professional life.
> The need for good leadership skills in
management is self-evident.
> The old work place (managers telling employees
what to do) is gone.
> Today, employees want to be involved in
management and share in decision-making.
• Leadership applies to your personal life.
> You interact with others every day.
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Discussion Questions
• Should leadership be the manager’s job,
or should leadership be a shared process?
• Are you interested in sharing leadership,
or do you prefer to be a follower?
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Need for Self-Assessment
• “Know Thyself” or self-awareness is
leadership’s first commandment.
• So, the first step to leadership
development is self-awareness of
leadership competencies.
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Exhibit 1.1
Leadership Definition Key
Leadership is the influencing process of leaders and followers
to achieve organizational objectives through change.
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Leaders-Followers
• Leadership is shared.
> The influencing process happens between
leaders and followers.
• Organizations and managers or employees.
> Context here is a formal, organizational setting.
• Managers or leaders and followers?
> A manager is a person with title and authority.
> A leader does not have to be a manager.
> Followers are people influenced by a leader.
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Influence
Influencing is the process of a leader
communicating ideas, gaining acceptance of
them, and motivating followers to support and
implement the ideas through change.
> The essence of leadership is influencing.
> Your ability to influence others can be developed.
> Leaders gain the commitment of followers willing
to be influenced as they share leadership.
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Objectives, Change and People
• Organizational Objectives.
> Effective leaders influence followers to
accomplish shared objectives.
• Change.
> Influencing and setting objectives is about
change.
• People.
> Leadership is about leading people through
relationships.
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Leadership Skills
• Are leaders born or made?
> Both, they are born with some leadership
ability and then develop that ability.
• Can leadership be taught and skills
developed?
> Yes, research supports that leadership is
learnable as people develop their knowledge,
skills, and ability (KSAs).
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Exhibit 1.2
Management Skills
Decision Making Skills are based
on the ability to conceptualize
situations and select alternatives
to solve problems and take
advantage of opportunities.
Technical Skills
involve the
ability to use
methods and
techniques to
perform a task.
Interpersonal Skills
involve the ability to
understand,
communicate and work
well with individuals
and groups through
developing effective
relationships.
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Discussion Question
• Some say the hard skills (e.g., finance,
quantitative analysis) are more important
for managers than soft skills (e.g.,
interpersonal skills), and some say the
opposite is true.
> What is your view?
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Needed Skills and Management Level
The need for each skill varies based on the
level of management.
> Top-level managers have a greater need for
interpersonal and decision-making skills.
> Middle managers have a balanced need for all
three skills.
> First-level managers have a greater need for
technical and interpersonal skills.
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Levels of Analysis of Leadership
Theory
The three levels of analysis of leadership theory
are individual, group, and organizational.
> Individual level of analysis.
o
Also called the dyadic process – focus on leaders’
relationships with individual followers.
> Group level of analysis.
o
Also called group process – focuses on how a leader
contributes to group effectiveness.
> Organizational level of analysis.
o
The organizational process focuses on the organization.
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with a certain product or service or otherwise on a password-protected website for classroom use.
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Exhibit 1.4
Interrelationships among the Levels of
Analysis of Leadership Theory
The group side supports
the organizational side,
productive groups
means productive
individuals and
organizations.
Working for a winning
organization tends to
motivate individuals to
perform at their best to
stay on top.
The individual is at the bottom because group and organizational
performance are based on individual performance.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
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Leadership Theory Paradigms
• Leadership theory:
> is an explanation of some aspect of leadership;
theories have practical value because they are
used to better understand, predict, and control
successful leadership.
• Leadership theory classifications:
> include trait, behavioral, contingency, and
integrative.
• Leadership paradigm:
> is a shared mindset that represents a fundamental
way of thinking about, perceiving, studying,
researching, and understanding leadership.
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Trait
Leadership trait theories
attempt to explain
distinctive characteristics
accounting for leadership
effectiveness.
Behavioral
Behavioral leadership theories
attempt to explain distinctive
styles used by effective
leaders, or to define the
nature of their work.
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Trait
Behavioral
Contingency
Contingency leadership theories attempt to
explain the appropriate leadership style based on
the leader, followers, and situation.
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Integrative leadership theories
attempt to combine the trait,
behavioral, and contingency
theories to explain successful,
influencing leader-follower
relationships.
Contingency
Trait
Behavioral
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From the Management to the
Leadership Theory Paradigm
• The old command-and-control model of
management no longer works.
• Today, managers must be able to lead as
well as manage.
• Moving from the management to the
leadership theory paradigm is a shift from
the older autocratic management style to
the newer participative leadership style of
management.
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with a certain product or service or otherwise on a password-protected website for classroom use.
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Exhibit 1.5
Three-Pronged Approach:
Features of the Book
Objectives of this book:
• To teach you the theory and concepts of leadership.
• To develop your ability to apply leadership theory through critical
thinking.
• To develop your leadership skills in your personal and
professional life.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
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Application of Leadership Theory
• Students need to learn to think critically.
• A common criticism of management
education is the focus on theory but not
on application of theory to practice.
• Thus, students lack the ability to apply
knowledge.
• Students need to be given the opportunity
to practice applying what they learn.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
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Discussion Question
• Is leadership ability universal, or is a good
leader in one environment also effective in
another?
> For example, can a leader in one industry
(a hospital) be successful in another industry
(a bank)?
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with a certain product or service or otherwise on a password-protected website for classroom use.
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Exhibit 1.6
Organization of the Book
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Key Terms
• behavioral leadership theories
• contingency leadership
theories
• decisional leadership roles
• decision-making skills
• evidence-based management
(EBM)
• influencing
• informational leadership roles
• integrative leadership theories
• interpersonal leadership roles
• interpersonal skills
•
•
•
•
•
•
•
•
•
leadership
leadership paradigm
leadership theory
leadership theory
classifications
leadership trait theories
levels of analysis of leadership
theory
management to the leadership
theory paradigm
managerial role categories
technical skills
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed
with a certain product or service or otherwise on a password-protected website for classroom use.
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