Module 1: Discussion Forum

Answer the following question(s) (by replying to my example post below); type or copy/paste (from a Word doc) your initial post directly into the text editor (the best posts will have at least three (3) paragraphs with at least five (5) sentences each).  Refer to the grading rubric in the syllabus for specific qualitative requirements before making your post/response.

Based on what you’ve read and learned in Chapters 1 and 2 regarding power, define it as it is explained in the text, and then distinguish between position power and personal power. Next, define coercion as a specific type of power. Give examples of a leader or leaders you have observed using each of these forms of power (utilize enough textual evidence to effectively argue and articulate your point and help your discussion flow smoothly).

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Introduction
Chapter 1
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Overview
Importance of Leadership
Leadership Defined
– Ways of conceptualizing leadership
– Definition and components
Leadership Described
– Trait versus process
– Assigned versus emergent
– Leadership and power
– Leadership and coercion
– Leadership and management
Northouse, Leadership 8e. © SAGE Publications, 2019.
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The Evolution of Leadership Definitions
1900–1929–Control and centralization of power
1930s–Trait approach
1940s–Group approach
1950s–Group theory, shared goals, and effectiveness
1960s–Leadership as behavior
1970s–Organizational behavior
Northouse, Leadership 8e. © SAGE Publications, 2019.
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The Evolution of Leadership Definitions
1980s–Explosion of research
– Leader’s will
– Influence
– Traits
– Transformation
Northouse, Leadership 8e. © SAGE Publications, 2019.
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21st century–The process of leadership
– Authentic leadership
– Spiritual leadership
– Servant leadership
– Adaptive leadership
– Followership
– Discursive leadership
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Conceptualizing Leadership
The focus of group processes
A personality perspective
An act or behavior
The power relationship between leaders and followers
A transformational process
A skills perspective
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Some definitions view leadership as:

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Leader at center of group change & activity – represents the “will” of the group
combo of special traits/characteristics – allows them to affect others to accomplish tasks.
3. Things leaders do that bring about change
4. Leaders have power and use it to cause change
5. In helping group members achieve their goals/meet needs

Leadership Defined
Leadership
is a process whereby an individual influences a group of individuals to achieve a common goal.
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Components Central to the Phenomenon of Leadership
Leadership
Is a process
Involves influence
Occurs within a group context
Attends to common goals
Leaders
And followers are involved together
And followers need each other
Often initiate and maintain the relationship
Are not above or better than followers
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Leadership Described
Trait Versus Process Leadership
Assigned Versus Emergent Leadership
Leadership and Power
Leadership and Coercion
Leadership and Management
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Northouse, Leadership 8e. © SAGE Publications, 2019.
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Trait Versus Process Leadership
Leadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982).
Observed in leadership behaviors
Can be learned
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Assigned Versus Emergent Leadership
Leadership based on occupying a position within an organization
Team leaders
Plant managers
Department heads
Directors
An individual perceived by others as the most influential member of a group or organization regardless of the individual’s title
Emerges over time through communication behaviors
Verbal involvement
Being informed
Seeking others’ opinions
Being firm but not rigid
Affected by personality and gender
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Assigned
Emergent

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Leadership and Power
Power
The capacity or potential to influence
Ability to affect others’ beliefs, attitudes, and actions
Bases of Social Power
French and Raven (1959); Raven (1965)
Referent
Expert
Legitimate
Reward
Coercive
Information
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Power is a relational concern for both leaders and followers.

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Leadership and Power
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Leadership and Power
Position Power derived from office or rank in an organization
Personal Power is influence derived from being seen as likable and knowledgeable
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Shift in Leadership Power, Kellerman (2012)
Power no longer the domain of leaders
Followers demand more from leaders
Access to technology has empowered followers
Leaders more transparent
Decline in respect for leaders
Leadership as social contract between leaders and followers
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Leadership and Coercion
Coercion Involves
Use of force to effect change
Influencing others to do something by manipulating rewards and penalties in the work environment
Use of threats, punishments, and negative rewards
Examples of Coercive Leaders
Adolf Hitler
Jim Jones
Taliban leaders
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Power and restraint used to force followers to
engage in extreme
behavior

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Leadership and Management, Kotter (1990)
Management Activities
Planning and Budgeting
Organizing and Staffing
Controlling and Problem Solving
Leadership Activities
Establishing direction
Aligning people
Motivating/inspiring
Northouse, Leadership 8e. © SAGE Publications, 2019.
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“Produces order
and consistency”
“Produces change
and movement”
Major activities of management and leadership
are played out differently; BUT, both are essential
for an organization to prosper.

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Leadership and Management, Zaleznik (1977)
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Managers
Unidirectional Authority
Leaders
Multidirectional Influence
Are reactive
Prefer to work with people solving
Low emotional involvement
Are emotionally active and involved
Shape ideas over responding to them
Act to expand available options
Change the way people think about what is possible

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1

Trait Approach
Chapter 2
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Overview
Great Person Theories
Historical Shifts in Trait Perspective
What Traits Differentiate Leaders From Nonleaders?
How Does the Trait Approach Work?
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Great Person Theories
“Great Man” Theories (early 1900s)
Focused on identifying innate qualities and characteristics possessed by great social, political, and military leaders
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Trait Approach: One of the first systematic
attempts to study leadership

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Great Man Theories
Early 1900s
Research focused
on individual
characteristics
that universally
differentiated
leaders
from nonleaders
Traits Interacting With
Situational Demands on Leaders
1930-50s
Landmark Stogdill (1948)
study – analyzed and
synthesized 124 trait studies
– Leadership
reconceptualized
as a relationship between
people in a social situation
Mann (1959) reviewed 1,400
findings of personality and
leadership in small groups
– Less emphasis on situations
– Suggested personality traits
could be used to discriminate
leaders from nonleaders
Revival of Critical Role of
Traits in Leader Effectiveness
Stogdill (1974)
– Analyzed 163 new studies
with 1948 study findings
– Validated original study
– 10 characteristics
positively identified with
leadership
Lord, DeVader, & Alliger
(1986) meta-analysis
– Personality traits can be
used to differentiate
leaders/nonleaders
Kirkpatrick & Locke (1991)
– 6 traits make up the
“Right Stuff” for leaders
Historical Shifts in Trait Perspective
Northouse, Leadership 8e. © SAGE Publications, 2019.
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1970s – Early 90s
Innate Qualities
Situations
Personality / Behaviors
Today
Intelligence
Self-Confidence
Determination
Integrity
Sociability
5 Major
Leadership Traits

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Major Leadership Traits
Intelligence–Verbal, perceptual, and reasoning capabilities. For example, Steve Jobs
Self-Confidence–Certainty about one’s competencies and skills. For example, Steve Jobs
Determination–Desire to get the job done (i.e., initiative, persistence, drive). For example, Dr. Paul Farmer
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Traits to possess or cultivate if one seeks to be
perceived by others as a leader:

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Major Leadership Traits
Integrity–The quality of honesty and trustworthiness. For example, Character Counts! program
Sociability–Leader’s inclination to seek out pleasant social relationships. For example, Michael Hughes, university president
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Traits to possess or cultivate if one seeks to be
perceived by others as a leader:

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Five-Factor Personality Model and Leadership
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Five-Factor Personality Model and Leadership
RESULTS–a strong relationship between personality traits and leadership
Extraversion–factor most strongly associated with leadership
Most important trait of effective leaders
Conscientiousness–Second most related factor with leadership; but highest correlation with overall job performance (Sacket & Walmsley, 2014)
Openness–next most related
Low Neuroticism
Agreeableness–only weakly related to leadership
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Big Five and Leadership Study Using Meta-Analysis
(Judge et al, 2002)

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Strengths and Leadership
Strengths are the ability to consistently demonstrate exceptional work. (Buckingham & Clifton, 2001; Rath, 2007)
Strengths come from having certain talents and then further developing those talents by gaining additional knowledge, skills, and practice.
Leadership capability is enhanced when we are able to discover our fully utilized strengths, underutilized strengths, and weaknesses. (MacKie , 2016)
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Emotional Intelligence and Leadership
people who are more sensitive to their emotions and their impact on others will be more effective leaders
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Ability to perceive and:
apply emotions to life’s tasks
reason/understand emotions
express emotions
use emotions to facilitate thinking
manage emotions within oneself and relationships
Definition
Underlying Premise

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Different Ways to Measure EQ
MSCEIT (2000): EQ as a set of mental abilities
to perceive, facilitate, understand, and manage emotion
Goleman (1995, 1998): EQ as a set of personal and social competencies
self-awareness, confidence, self-regulation, conscientiousness, and motivation
Shankman and Allen (2015): EQ as awareness of three aspects of leadership
context, self, and others
Northouse, Leadership 8e. © SAGE Publications, 2019.
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How Does the Trait Approach Work?
Focus of trait approach
Strengths
Criticisms
Application
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Focus of Trait Approach
Focuses exclusively on leader
What traits leaders exhibit
Who has these traits
Organizations use personality assessments to find the “right” people
Assumption–will increase organizational effectiveness
Specify characteristics/traits for specific positions
Personality assessment measures for “fit”
Instruments: LTQ, Myers Briggs
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Leader
Personality Assessments

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Strengths
Intuitively appealing
Perception that leaders are different in that they possess special traits
People “need” to view leaders as gifted
Credibility due to a century of research support

Highlights leadership component in the leadership process
Deeper level understanding of how leader/personality related to leadership process
Provides benchmarks for what to look for in a leader
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Fails to delimit a definitive list of leadership traits
Endless lists have emerged
Doesn’t take into account situational effects
Leaders in one situation may not be leaders in another situation
List of most important leadership traits is highly subjective
Much subjective experience and observations serve as basis for identified leadership traits
Research fails to look at traits in relationship to leadership outcomes
Not useful for training and development
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Criticisms

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Application
Can be used by managers to assess where they stand within their organization and what is needed to strengthen their position
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Provides direction as to which traits are good to have if one aspires to a
leadership position
Through various tests and questionnaires, individuals can determine whether they have the select leadership traits and can pinpoint their strengths and weaknesses
Leadership Traits
Intelligence
Self-confidence
Determination
Integrity
Sociability

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