1. LEADERSHIP IN ORGANIZATION, Yukl G.
THE NATURE OF
LEADERSHIP
dr Slavka Draskovic, http://www.esb.edu.rs/

2. THE NATURE OF LEADERSHIP
• Why leadership has been defined in so
many different ways?
• The controversy about differences
between leadership and management
• The different indicators used to assess
leadership effectiveness
• What aspects of leadership have been
studied the most during the past 50
years?

3. DEFINITIONS OF
LEADERSHIP

4. • The behavior of an individual…directing
the activities of a group toward a shared
goal. (Hemphill & Coons, 1957)
• The process of influencing the activities
of an organized group toward goal
achievement. (Rauch & Behling, 1984.)
• The process whereby one or more
individuals succeed in attempting to
frame and define the reality of others.
(Smircich & Morgan, 1982.)
• Is articulating visions, embodying values,
and creating the environment within
which things can be accomplished.”
(Richards & Engle, 1986.)

5. • The process of giving purpose
(meaningful direction) to collective
effort, and causing willing effort to be
expended to achieve purpose. (Jacobs &
Jaques, 1990.)
• The ability to step outside the culture…
to start evolutionary changes
processes that are more adaptive
(Schein, 1992.)
• The ability of an individual to influence,
motivate, and enable others to
contribute toward the effectiveness
and success of the organization…(House
et al., 1999.)

6. A specialized role or
a shared influence
process?

7. Leadership vs.
Management
• Stability, order, and efficiency
•
•
•
•
•
Flexibility, innovation and adaptation
How things get done?
Get people to perform better
What things mean to people
Get people to agree about the most
important things to be done
• People who do things right
• People who do the right thing
But associating leading and managing with
different types of people is not supported by

8. Defining managing and
leading as
1. Distinct roles
2. Process
3. Relationships

9. 1. Distinct roles
• Leadership as one of 10 managerial roles
(Mintzberg, 1973.)

10. 2. Process
Processes and outcomes
Predictability and order:
Setting operational goals
Organizing and staffing
Monitoring results and solving
problems
Organizational change:
Developing a vision
Communicating
Motivating and inspiring (Kotter, 1990.)

11. 3. Relationships
• Authority relationship
• Multidirectional influence
relationship (Rost, 1991.)

12. Direct vs. Indirect
Leadership
•
•
Not mutually exclusive
Can be used together
Indirect
•
•
•
“Cascading” of effects
Influence over formal programs,
management systems, and structural
forms
Influence over the organization culture

13. Leadership is the process of influencing
others to understand and agree about
whatworking definition it,
A needs to be done and how to do
and the process of facilitating individual
and collective efforts to accomplish
shared objectives.

14. •
•
•
•
•
•
What Leaders Can
Influence? by
The interpretation of external events
members
The choice of objectives and strategies to
pursue
The motivation of members to achieve the
objectives
The mutual trust and cooperation of members
The organization and coordination of work
activities
The allocation of resources to activities and
objectives

15. What Leaders Can
Influence?
• The development of member skills and
confidence
• The learning and sharing of new knowledge
by members
• The enlistment of support and cooperation
from outsiders
• The design of formal structure, programs, and
systems
• The shared beliefs and values of members –
culture

16. LEADERSHIP EFFECTIVENESS
The consequences of the leader’s actions
for followers and other organization
stakeholders
• The performance and growth of the
leader’s group or organization
• Follower satisfaction
• Commitment to the group objectives
• Development of followers

17. Immediate and Delayed Outcomes
Causal Chain of Effects from Two Types of Leader Behavior
Inspiring
vision
Follower
effort
Quality +
Productivit
y
Training +
Coaching
Follower
skills
Unit
profits

18. Major Research
Approaches
1.
2.
3.
4.
5.
The trait approach
The behavior approach
The power-influence approach
The situational approach
The integrative approach (involves more
than one type of leadership variable)

19. 1. The trait approach
• One of the earliest
• Underlying this approach was the
assumption that some people are natural
leaders, born as leaders, and that it can not be
learned easily.
• Hundreds of trait studies during the 1930s
and 1940s – to discover these qualities
• The predominant research method was to
look for a correlation between a leader
attributes and a criterion of leaders success
• Failed to find any traits that would guarantee
leadership success
• However- helped us understand how traits are
related to leadership behavior and effectiveness

20. •
•
•
2.The behavior
Began in the earlyapproach
1950s after many
researches became discouraged with the trait
approach
Look into behavior - what managers actually
do on the job
Two subcategories:
1. How they spent their time and the typical pattern
of activities. Some, how they cope with demands,
constrains…Use descriptive methods
(observation, diaries, questionnaires)
2. Identifying effective leadership behavior, ..Use
survey field study with BDQ (behavioral
description questionnaire)
Hundreds of studies examined correlation between l.
behavior and various indicators of l. effectiveness

21. 3. The power-influence
approach
Examines influence process between leaders
and other people
Leader centered perspective - Assumption that
causality is unidirectional, leader act, followers react.
Power is important not only to influence subordinates
but peers, superiors, people outside the organization.
Method questionnaire to measure leader power to l.
effectiveness
Influence tactics research – how leaders influence
the attitudes and behavior of followers
Participative leadership – how power is shared and
about empowerment of followers. Rooted in the
tradition of behavior research

22. 4. The situational
approach
• Emphasizes the importance of contextual
factors that influence leadership process: the
characteristics of the followers, the type of
organization, the nature of the work of l. unit, external
environment
• The approach has two subcategories
• Research to discover the extent to witch type of
organization, level of management and culture
influence leadership processes. Method:
Comparative study of two or more situations.
• To identify aspects of the situation that “moderate”
the relationship of leaders attributes (traits, skills,
behavior) to leadership effectiveness. Contingency
theories of leadership

23. •
5. The integrative
approach
Involves more than one type of leadership
variable in the same study (two or more).
• But it is still rare to find a theory that includes
all of them (traits, behavior, influential
process, situational variables, and outcomes)
• Example of integrative approach– selfconcept theory of charismatic leadership
(explains why the followers of some leaders
are willing to make sacrifices to accomplish
group objectives)

24. Bases for Comparing
Leadership Theories

25. Bases for Comparing
Leadership Theories
1. Key variables
1.
2.
3.
Characteristics of the Leader
Characteristics of the Followers
Characteristics of the Situation
2. Level of conceptualization
1.
2.
3.
4.
An intra-individual process
A dyadic process
A group process
An organizational process
3. Other
1.
2.
3.
Leader- vs. Follower-Centered Theory
Descriptive vs. Prescriptive Theory
Universal vs. Contingency Theory

26. Key Variables in Leadership
Theories I
Characteristics of the Leader
•
•
•
•
•
•
•
Traits (motives, personality, values)
Confidence and optimism
Skills and expertise
Behavior
Integrity and ethics
Influence tactics
Attributions about followers

27. Key Variables in Leadership
Theories II
• Characteristics of the Followers
•
•
•
•
•
•
•
Traits (needs, values, self-concepts)
Confidence and optimism
Skills and expertise
Attributions about leader
Trust in the leader
Task commitment and effort
Satisfaction with job and leader

28. Key Variables in Leadership
Theories III
Characteristics of the Situation
•
•
•
•
•
•
•
Type of organizational unit
Size of unit
Position power and authority of leader
Task structure and complexity
Task interdependence
Environmental uncertainty
External dependencies

29. Casual Relationships Among the Primary Types of
leadership Processes

30. Level of
Conceptualization
1.
2.
3.
4.
An intra-individual process
A dyadic process
A group process
An organizational process

31. Level of Conceptualization

32. 1. Intra-Individual
Processes
• Processes within a single individual.
• Theories of decision making,
motivation, and cognition.

33. 2. Dyadic Process
• Relationship between a leader and
another individual who is usually a
follower.
• Reciprocal influence process.

34. 3. Group Process
• Leadership is a group process.
• Leadership role in a task group.
• How a leader contributes to group
effectiveness

35. 4. Organizational
Processes
A group exists in a larger social
system
•
•
•
•
Adaptation to the environment.
Identifying threats and opportunities.
Strategy for adapting.
Efficiency of the transformation
process.

36. Other Bases for Comparing
Leadership Theories
(Besides Key variables & Level of
conceptualization)
1. Leader- vs. Follower-Centered
Theory
2. Descriptive vs. Prescriptive Theory
(explain leadership process, activities of the leader… or identify
what leaders must do to become effective, conditions to use
particular type of behavior effectively)
3. Universal vs. Contingency Theory
(applies to all types of situations or describes an aspect of
leadership that applies to some situation but not to others.)

37. LEADERSHIP IN
ORGANIZATION
dr Slavka Draskovic, http://www.esb.edu.rs S.Draskovic@hw.ac.uk