Leadership: Theory and Practice, 7th Edition
Some researchers conceptualize leadership as a trait or as a behavior, whereas others view leadership from an information-processing perspective or relational standpoint.
Northouse, Peter G.. Leadership: Theory and Practice (p. 37). (Function). Kindle Edition.
The trait perspective suggests that certain individuals have special innate or inborn characteristics or qualities that make them leaders, and that it is these qualities that differentiate them from nonleaders.
Northouse, Peter G.. Leadership: Theory and Practice (p. 48). (Function). Kindle Edition.
Some people are leaders because of their formal position in an organization, whereas others are leaders because of the way other group members respond to them. These two common forms of leadership are called assigned leadership and emergent leadership.
Northouse, Peter G.. Leadership: Theory and Practice (p. 50). (Function). Kindle Edition.
Some of the positive communication behaviors that account for successful leader emergence include being verbally involved, being informed, seeking others’ opinions, initiating new ideas, and being firm but not rigid (Ellis & Fisher, 1994).
Northouse, Peter G.. Leadership: Theory and Practice (p. 50). (Function). Kindle Edition.
Additionally, morals have a central role in two established leadership theories, authentic leadership and servant leadership. Authentic leadership (see Chapter 9) is an extension of transformational leadership, stressing that leaders do what is “right” and “good” for their followers and society. They understand their own values, place followers’ needs above their own, and work with followers to align their interests in order to create a greater common good. Similarly, servant leadership has a strong moral dimension. It makes altruism the central component of the leadership process and frames leadership around the principle of caring for others. Within this paradigm, leaders are urged to not dominate, direct, or control others; they are urged to give up control rather than seek control.
Northouse, Peter G.. Leadership: Theory and Practice (p. 62). (Function). Kindle Edition.
Leadership vs. management
In a book that compared the functions of management with the functions of leadership, Kotter (1990) argued that they are quite dissimilar (Figure 1.2). The overriding function of management is to provide order and consistency to organizations, whereas the primary function of leadership is to produce change and movement. Management is about seeking order and stability; leadership is about seeking adaptive and constructive change.
Northouse, Peter G.. Leadership: Theory and Practice (p. 63). (Function). Kindle Edition.
Specifically, they found leadership was distinguished by motivating intrinsically, creative thinking, strategic planning, tolerance of ambiguity, and being able to read people, and management was distinguished by rule orientation, short-term planning, motivating extrinsically, orderliness, safety concerns, and timeliness.
Northouse, Peter G.. Leadership: Theory and Practice (p. 65). (Function). Kindle Edition.
Two common forms of leadership are assigned and emergent. Assigned leadership is based on a formal title or position in an organization. Emergent leadership results from what one does and how one acquires support from followers. Leadership, as a process, applies to individuals in both assigned roles and emergent roles.
Northouse, Peter G.. Leadership: Theory and Practice (p. 78). (Function). Kindle Edition.