Leadership theory and practice 8th chapter 1 PDF PDF

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Introduc)on*(chapter*1)* Northouse: Leadership: theory and practice 8th edition «Some&researchers&conceptualize&leadership&as&a&trait&or&as&a&behaviour,&whereas&others&view&leadership& from&an&informa9on-processing&perspec9ve&or&rela9onal&standpoint.&Collec9vely,»&all&the&research&findings& on&leadership&from&different&methods&and&contexts&«provide&a&picture&of&a&process&that&is&far&more& sophis9cated&and&complex&than&the&oCen-simplis9c&view&presented&in&some&of&the&popular&books&on& leadership.»&& «This&book&treats&leadership&as&complex&process&having&mul9ple&dimensions.»&Boken&gir&en&dypere& beskrivelse&og&«applica9on»&av&mange&ulike&9lnærminger&9l&ledelse.&«Our&emphasis&is&on&how&theory&can& inform&the&prac9ce&of&leadership.&Boken&beskriver&hver&9lnærming&og&forklarer&så&hvordan&teoriene&kan&bli& brukt&i&det&virkelige&livet.&& (Northouse,&s.1)& Stogdill&pointed&out&that&there&are&almost&as&many&different&defini9ons&of&leadership&as&there&are&people& who&have&tried&to&define&it.&& (s.2)& Defini9ons&and&components& «The&following&components&can&be&iden9fied&as¢ral&to&the&phenomenon&of&leadership:&& a:&leadership&is&a&process,&b:&leadership&involves&influence,&c:&leadership&occurs&in&groups,&d:&leadership& involves&common&goals.&& Based&on&these&components,&the&following&defini9on&of&leadership&is&formed,&which&is&used&in&this&book:&& Leadership*is*a*process*whereby*an*individual*influences*a*group*of*individuals*to*achieve*a*common* goal.* trait&-&means&that&it&is¬&a&trait&or&characteris9c&that&resides&the&leader,&but&rather&the&transac9onal&event& that&occurs&between&the&leader&and&the&followers.& process&-&implies&that&a&leader&affects&and&is&affected&by&followers.&It&emphasises&that&leadership&is¬&a& linear,&one-way&event,&but&rather&an&interac9ve&event.&When&leadership&is&defined&in&this&manner,&it& becomes&available&to&everyone.&It&is¬&restricted&to&the&formally&designated&leader&in&a&group.&& inlfuence&-&It&is&concerned&with&how&the&leader&affects&followers&nd&the&communica9on&that&occurs&between& them.&(N,&s.5)&& Without&influence,&leadership&does¬&exist.&(s.6)& Groups&-&the&context&in&which&leadership&takes&place.&influences&a&group&of&individuals&with&a&common& purpose&and&wish&to&accomplish&common&goals.&ex:&small&task&group,&community&group,&organiza9on,&osv.& others&are&required&for&leadership&to&occur.&Selvledelse&inkluderes&ikke&i&denne&diskusjonen&om&ledelse.&& Common&goal&-&includes&aYen9on&to&this.&L&directs&their&energy&toward&individuals&who&are&trying&to&achieve& something&together.&common=L&and&Fs&mutual&purpose.& Although&Ls&and&Fs&are&closely&linked,&it&is&the&L&who&oCen&ini9ates&the&rela9onship,&creates&the& communica9on&linkages,&and&carries&the&burden&for&maintaining&the&rela9onship.&& Ls&have&anðical&responsibility&to&aYend&to&the&needs&and&concern&of&Fs.&Fs&and&Ls&are&in&a&leadership& rela9onship&together&-&and&are&two&sides&of&the&same&coin.&Ls&are&oCen&seen&as&more&powerfull&and& important,&but&the&leader&needs&its&followers&to&actually&be&a&L.&&

(N,&s.6)& Trait&vs&Process&leadership& Trait&perspec9ves&suggest&that&certain&individuals&have&special&innate&or&inborn&characteris9cs&og&quali9es& that&make&them&leaders,&and&that&it&is&these&quali9es&that&differen9ate&them&from&nonleaders.&These& quali9es&can&include&physical&factors,&personality&features,&and&other&characteris9cs.&& TP&conseptualizes&leadership&as&a&property&or&set&of&proper9es&possessed&in&varying°rees&by&different& people.&This&restricts&leadership&to&those&who&are&believed&to&have&specially,&usually&inborn,&talents.& PP&suggest&that&leadership&is&a&phenomenon&appearing&in&the&interac9ons&between&Fs&and&L,&and&makes& leadership&available&to&everyone.&Process&-&can&be&observed&in&a&leaders&behaviour,&and&can&be&learned.&This& perspec9ve&on&leadership&is&consistent&with&the&def.&og&leadership&for&this&chapter.&(N,&s.7)& Assigned&leadership&vs&emergent&leadership.& assigned&-&leaders&because&of&a&formal&posi9on.&leadership&based&on&a&posi9on&in&an&org.& emergent&-&leaders&because&of&the&way&the&group&responds&to&them.&& BUT&the&assigned&leader&isn´t&always&the&actual&leader&in&a&par9cular&sebng.&when&others&perceive&an& individual&as&the&most&influen9al&member&of&a&group&or&org.,®ardless&of&the&formal&9tle,&the&person&is& exhibi9ng&emergent&leadership.&Em.ls.&is&acquired&through&others&who&support&or&accept&that&individual´s& behaviour.&it&emerges&over&a&period&through&communica9on.&Posi9ve&communica9on&includes:&being& verbally&involved,&being&informed,&seeking&other´s&opinions,&ini9a9ng&new&ideas,&and&being&firm&but¬& rigid.&& Personality&-&certain&personality&traits&were&related&to&leadership&emergence&in&a&study.&dominant,&more& intelligent,&more&confident&about&their&own&performance&(general&self-efficacy)&were&more&likely&to&be& iden9fied&as&leaders.&Uncertain&if&these&apply&to&women.&(Smith&and&Fo9&1998).&(N,&s.8).& Leadership&and&power& The&concept&of&power&is&related&to&leadership&because&it&is&part&of&the&influence&process.&Power&-&capacity&or& poten9al&to&influence,&ability&to&affect&other´s&beliefs,&abtudes,&and&courses&of&ac9on.& Power&is&a&concept&oCen&associated&with&leadership.&it&is&common&for&people&to&view&leaders&and&people&in& posi9on&of&leadership&as&individuals&who&wield&power&over&others,&power&is&oCen&thought&of&as&synonymous& with&leadership&as&a&result.&People&are&oCen&intrigued&by&how&leaders&use&their&power.&Understanding&how& power&is&used&in&leadership&is&instrumentals&as&well&in&understanding&the&dark&side&of&leadership,&where& leaders&use&their&leadership&to&achieve&their&own&personal&ends&and&lead&in&toxic&and&destruc9ve&ways.&ex:& Hitler.&& Power&is&used&to&be&the&domain&of&leaders,&but&that&is&diminishing&and&shiCing&to&followers.&Changes&in& culture&have&meant&followers&demand&more&from&leaders,&and&leaders&have&responded.&Access&to& technology&has&empowered&followers,&given&them&access&to&huge&amounts&of&informa9on,&and&made& leaders&more&transparent.&The&results&is&a&decline&in&respect&for&leaders&and&leader´s&legi9mate&power.&(N,&s. 9).&&

French&and&Raven&(1959)&iden9fied&five&common&and&important&bases&of&power:&referent,&expert,& legi9mate,&reward,&and&coercive.&and&Raven&(1965)&iden9fied&a&six:&informa9on&power.&Each&of&these&bases& of&power&increases&a&leader´s&capacity&to&influence&the&abtudes,&values&or&behaviours&of&others.&& in&org.,&two&major&kinds&of&power:&& Posi9on&power&-&the&power&a&person&derives&from&a&from&a&par9cular&office&or&rank&in&a&formal& organiza9onal&system.&the&influence&capacity&a&leader&derives&from&having&higher&status&than&the&followers& have.&Posi9on&power&includes&legi9mate,&reward,&coercive&and&informa9onal&power.&(N,&s.10).& Personal&power&-&the&influence&capacity&a&leader&derives&from&being&seen&by&followers&as&likable&and& knowledgeable.&When&leaders&act&in&ways&that&are&important&to&followers,&it&gives&leaders&power.&Followers& consider&them&to&be&good&role&models.&Others&have&power&because&the&followers&view&them&as&highly& competent&or&considerate.&Power&is&ascribed&to&leaders&by&others,&based&on&how&they&are&seen&in&their& rela9onships&with&others.&Personal&power&includes&referent&and&expert&power.&& Burns(1978)&emphasized&power&from&a&rela9onship&standpoint.&Power&is¬&an&en9ty&that&leaders&use&over& others&to&achieve&their&own&ends;&instead,&power&occurs&in&rela9onships.&It&should&be&used&by&leaders&and& followers&to&promote&their&collec9ve&goals.&& In&this&text,&our&discussion&of&leadership&treat&power&as&rela9onal&concern&for&both&leaders&and&followers.& We&pay&aYen9on&to&how&leaders&work&with&fs&to&reach&common&goals.& Leadership&and&coercion&-&ledere&som&bruker&belønning&og&straff&som&måte&å&utøve&makt&og&lederskap.&& L=leaders&F=followers& TP=&trait&perspec9ve& PP=Process&perspec9ve& Em.ls&=&emergent&leadership& SLS&=&Servant&leadership& AYribute&kan&bety&karakteris9kk,&trekk&eller&kvaliteter...