Comprehensive Exam Study Guide (2010) by Peter G. Northouse Leadership Ch. 1: Introduction process whereby an individual influences a of individuals to achieve a common Leadership: goal (3). Involves influence Occurs in groups Includes attention to common goals vs. (qualities vs. interactions; vs. (formal position within an Trait Process Assigned Emergent organization vs. group members responding to someone) Leadership and Power (7): Power based on followers’ affection for leader (personal power) Referent – Power based on perception of leader’s competence (personal power) Expert – associated with job authority (position power) Legitimate – Power derived from capacity to reward (position power) Reward – Power derived from capacity to punish (position power) Coercive – (establishing direction, aligning people, motivating and inspiring); Leadership and (planning/budgeting, organizing/staffing, controlling/problem solving): Management Similarities: influence; working with people; concerned with goals Differences: leadership was studied since Aristotle; management at turn of 20th c, to reduce chaos in organizations Ch. 2: Trait Approach Origin Man” theories of early 20th c. – Stogdill (1948, 1974): surveyed and identified leadership traits: drive for responsibility, persistence in pursuing goals, risk-taking, drive in social situations, self-confidence, and other (17) ability to influence others and absorb stress Mann (1959) adds intelligence, masculinity, extroversion, conservatism, dominance 1990s Focus centers on intelligence” – “social Definition organizations will work better if managers have designated leadership profiles, – singled out by personality assessments. The people” with the traits” will lead better. “right “right 5” Personality Factors: neuroticism, extraversion, openness, agreeableness, “Big have been correlated to leadership ability (especially conscientiousness extraversion) Strengths and Criticisms of Theory Strengths : intuitive appeal; a century of research; highlights the leader; provides benchmarks Criticisms: no definitive definition of traits; fails to consider situations; subjective; not useful for training and developing leaders Skills Approach Ch. 3:
Comprehensive Exam Study Guide Leadership (2010) by Peter G. Northouse Ch. 1: Introduction Leadership: process whereby an individual influences a of individuals to achieve a common goal (3). Involves influence Occurs in groups Includes attention to common goals Trait vs. Process (qualities vs. interactions; Assigned vs. Emergent (formal position within an organization vs. group members responding to someone) Leadership and Power (7): Referent Power – based on followers’ affection for leader (personal power) Expert Power – based on perception of leader’s competence (personal power) Legitimate – associated with job authority (position power) Reward Power – derived from capacity to reward (position power) Coercive Power – derived from capacity to punish (position power) Leadership (establishing direction, aligning people, motivating and inspiring); and Management (planning/budgeting, organizing/staffing, controlling/problem solving): Similarities: influence; working with people; concerned with goals Differences: leadership was studied since Aristotle; management at turn of 20th c, to reduce chaos in organizations Ch. 2: Trait Approach Origin – Man” theories of early 20th c. Stogdill (1948, 1974): surveyed and identified leadership traits: drive for responsibility, persistence in pursuing goals, risk-taking, drive in social situations, self-confidence, ability to influence others and absorb stress and other (17) Mann (1959) adds intelligence, masculinity, extroversion, conservatism, dominance 1990s – Focus centers on “social intelligence” Definition – organizations will work better if managers have designated leadership profiles, singled out by personality assessments. The “right people” with the “right traits” will lead better. “Big 5” Personality Factors: neuroticism, extraversion, openness, agreeableness, conscientiousness have been correlated to leadership ability (especially extraversion) Strengths and Criticisms of Theory Strengths : intuitive appeal; a century of research; highlights the leader; provides benchmarks Criticisms: no definitive definition of traits; fails to consider situations; subjective; not useful for training and developing leaders Ch. 3: Skills Approach
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