1、Assumptions in Theories of Leadership,The leader (trait, style, behavior, vision, charisma),The task (from holistic to reductionism, needing discretion or direction),The led (follower) (motivations, readiness, attitudes),The organization (structural, political, moral purpose, etc.),The Importance of
2、 Perspectives,An Englishman visiting Rome for the first time. As he strolled through the ancient boulevards, he saw three men laboring over a patch of stone and concrete. He asked what they were doing. “Im breaking my back for a lousy 475 lira an hour.” “Im putting up bricks for a big wall.” “Im bui
3、lding a cathedral.” Each mans efforts were probably influenced by his perspective on the task at hand.,Personality Perspectives,Personality perspectives view leadership as a function of individual persons trait, behavior, style, cognition, affection, charisma, or other characteristics.,In propaganda
4、, North Korean leader portrayed as mythic figure May, 8 1977,WASHINGTON (AP)For those armies of intelligence analysts starved for insights into the world of North Koreas reclusive leader Kim Jong II, his loyalists have served up a literary feast of fact and fiction.Kim was a “baby giant” when he was
5、 bornin a log cabinand grew up to be an astounding shot with a gun and a master of all things military. Unpretentious, he prefers cotton blossoms to rose petals and likes wearing patched clothing.,In propaganda, North Korean leader portrayed as mythic figure May, 8 1997,He is a heck of a writer. Wit
6、h more than 890 major “pieces of writing” to his credit over the past 30 years, the speed and quantity of his writing is “unparalleled in history.” One piece along contains “all the truths of the world.”Even his birth was special. In a log cabin at a secret “anti-Japanese” guerrilla camp at Mount Pa
7、ekdu on February 16, 1942, the cry of “baby giant” pierced the stillness. It was Kim. At the moment of his birth, the book says, the sound of ice cracking on a nearby lake resounded throughout the mountains “as if the great fortune of Korea was gushing out from the bottom of Lake Chonji.”,History of
8、 the Personality Perspectives,Leadership and charisma Leadership and personal trait Leadership and attitude Leadership and behavior and style Leadership and charisma Leadership and emotional intelligence,leadership and personal trait,IQ and leadership Measurement and statistics .25 (Stogdill, 1974)
9、to .49-.82 (Kenny & Zaccaro, 1983) of the variance Unchangeable traits,leadership and attitude,McClellan (1982), 237 AT “the motives most strongly linked to promotion were desire to exercise power, desire to compete with peers, and positive attitudes toward authority.,Leadership and behavior or styl
10、e,Ohio State leadership Studies initiating structure and consideration Michigan Leadership Studiesemployee and production orientations Blake & Moutonimpoverished, country club, task, middle-of-the-road, team,Leadership and Charisma,Weber (1947) rediscovered by, e.g., Starratt (1993) charismadifficul
11、t in defining; charisma is a persons quality in its totality or entirety an example”Charisma is the ability to make someone else behave in a particular way” (Broussine & Guerrier, 1985) few empirical studiesmystified, lack of subjects, difficulty to quantify, artistic vs scientific,Weber (1947) dist
12、inguished three bases for leaders authority,1. Rational grounds resting on a belief in the legality of patterns of normative rules and the right of those elevated to authority under such rules to issue commands (legal authority) 2. Traditional grounds resting on an established belief in the sanctity
13、 of traditions and the legitimacy of the status of those exercising authority under them (traditional authority) 3. Charismatic groundsresting on devotion to specific and exceptional sanctity, heroism or exemplary character of an individual person, and of the normative patterns or order revealed or
14、ordained by him (sic) (charismatic authority),Webers definition of charisma (1947, p. 329),“A certain quality of an individual personality by virtue of which he (sic) is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional qualities”.
15、,IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership What makes a leader? By Daniel Coleman, 1998,“Every business person knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the
16、job. And they also know someone with solid but not extraordinaryintellectual abilities and technical skills who was promoted into a similar position and then soared.” “Such anecdotes support the widespread belief that identifying individuals with the right stuff to be leaders is more art than scienc
17、e. After all, the personal styles of superb leaders vary: some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different”,The Five Components of Emotional Intelligence at Work by Daniel Goleman,The Five Components of Emotional Intelligence at Work (Cont.),Summary,From deterministic to educable characteristics From the totality to simple characteristics and back to the totality From one dimension (task vs personal relationship) to multiple dimensions Still a prevailing perspective on leadership,
