9.1 Towards a definition of leadership:
LEADERSHIP = the process by which a person exerts influence over other people & inspires, motivates & directs their
activities to help achieve group or org goals
INFLUENCING = process leaders follow to communicate ideas, gain acceptance of them & inspire followers to support
& implement the ideas through change
Influence manifests in leaders’ ability to affect the actions of others & the relationship between leaders &
followers
MAJOR CONSEQUENCE OF LEADERSHIP BEHAVIOUR
Predictable follower behaviour = tends to reinforce, diminish or extinguish leadership
SIMBIOTIC RELATIONSHIP = working together to their mutual advantage
Exist between leaders & followers because without follower consent, an aspiring leader cannot lead
ZONE OF ACCEPTANCE = followers willingly allow themselves to be activated, directed & controlled by a leader (mind
& behaviour of follower & not in a position or a leader)
9.2 Leadership & management:
DISTINGUISHING BETWEEN LEADERSHIP & MANAGEMENT
LEADERS COPE WITH CHANGE MANAGERS COPE WITH COMPLEXITY
Setting a directive Planning & budgeting
Aligning people Organising & staffing
Motivate & inspire people Controlling & problem-solving
JOHN KOTTER STATES
= leaders deal with change stemming from business environments characterised by major, on-going change.
The result of on-going change is that organisations become more complex.
Managers, on the other hand, need to deal with this complexity in their organisations.
1
, MAJOR FORCES OF CHANGE
Technological change
Changes stemming from major advances in info tech
Globalisation
TO DEAL WITH CHANGE
orgs need leaders to provide a vision (direction),
communicating & obtaining support for the vision (aligning people)
& motivating & inspiring people to follow the vision
CONTEMPORARY VIEW
survival in highly competitive global business environments requires managers who are also leaders at all levels of
org
both management & leading involve the same thing = ‘the achievement of a specific purpose through others’
9.3 The components of leadership:
POWER = the potential to influence behaviour, to change the cause of events, to overcome resistance, & to get
people to do things they would not otherwise do
MAJOR SOURCES OF POWER – FRENCH & RAVEN
1. Legitimate power = based on occupying a hierarchical position in org
2. Reward power = stems from the leader’s ability to reward & punish people
3. Referent power = based on personal power of a leader because people follow, like & respect leader
4. Expert power = stems from knowledge & experience
IN ADDITION TO POWER – OTHER COMPONENTS OF LEADERSHIP INCLUDE:
Authority = right to give demand & demand actions
Responsibility = obligation to achieve org goals by performing specific activities
Delegation = process of assigning responsibility & authority to achieve org goals
Accountability = evaluation of how well individuals meet their responsibilities
9.4 Leadership approaches:
MAJOR CATEGORIES OF LEADERSHIP THEORIES
1. Trait theory
2. Behavioural theory
3. Contingency theory
2
LEADERSHIP = the process by which a person exerts influence over other people & inspires, motivates & directs their
activities to help achieve group or org goals
INFLUENCING = process leaders follow to communicate ideas, gain acceptance of them & inspire followers to support
& implement the ideas through change
Influence manifests in leaders’ ability to affect the actions of others & the relationship between leaders &
followers
MAJOR CONSEQUENCE OF LEADERSHIP BEHAVIOUR
Predictable follower behaviour = tends to reinforce, diminish or extinguish leadership
SIMBIOTIC RELATIONSHIP = working together to their mutual advantage
Exist between leaders & followers because without follower consent, an aspiring leader cannot lead
ZONE OF ACCEPTANCE = followers willingly allow themselves to be activated, directed & controlled by a leader (mind
& behaviour of follower & not in a position or a leader)
9.2 Leadership & management:
DISTINGUISHING BETWEEN LEADERSHIP & MANAGEMENT
LEADERS COPE WITH CHANGE MANAGERS COPE WITH COMPLEXITY
Setting a directive Planning & budgeting
Aligning people Organising & staffing
Motivate & inspire people Controlling & problem-solving
JOHN KOTTER STATES
= leaders deal with change stemming from business environments characterised by major, on-going change.
The result of on-going change is that organisations become more complex.
Managers, on the other hand, need to deal with this complexity in their organisations.
1
, MAJOR FORCES OF CHANGE
Technological change
Changes stemming from major advances in info tech
Globalisation
TO DEAL WITH CHANGE
orgs need leaders to provide a vision (direction),
communicating & obtaining support for the vision (aligning people)
& motivating & inspiring people to follow the vision
CONTEMPORARY VIEW
survival in highly competitive global business environments requires managers who are also leaders at all levels of
org
both management & leading involve the same thing = ‘the achievement of a specific purpose through others’
9.3 The components of leadership:
POWER = the potential to influence behaviour, to change the cause of events, to overcome resistance, & to get
people to do things they would not otherwise do
MAJOR SOURCES OF POWER – FRENCH & RAVEN
1. Legitimate power = based on occupying a hierarchical position in org
2. Reward power = stems from the leader’s ability to reward & punish people
3. Referent power = based on personal power of a leader because people follow, like & respect leader
4. Expert power = stems from knowledge & experience
IN ADDITION TO POWER – OTHER COMPONENTS OF LEADERSHIP INCLUDE:
Authority = right to give demand & demand actions
Responsibility = obligation to achieve org goals by performing specific activities
Delegation = process of assigning responsibility & authority to achieve org goals
Accountability = evaluation of how well individuals meet their responsibilities
9.4 Leadership approaches:
MAJOR CATEGORIES OF LEADERSHIP THEORIES
1. Trait theory
2. Behavioural theory
3. Contingency theory
2
