Please read Chapters 1 and 2 of the textbook and answer the following questions in at least 250 words. 1. Distinguish between assigned and emergent leaders. Give an example of an instance in which you

Chapter 1: Introduction  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 behaviorThe Evolution of Leadership Definitions Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.  1980s – Explosion of research - Leader’s will - Influence - Traits - TransformationThe Evolution of Leadership Definitions Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. The Evolution of Leadership  21 st century – The process of leadership - Authentic leadership - Spiritual leadership - Servant leadership - Adaptive leadership Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Leadership a process whereby an individual influences a group of individuals to achieve a common goal. Leadership Defined Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.  Leadership based on occupying a position within an organization  Team leaders  Plant managers  Department heads  DirectorsAssigned vs. Emergent Leadership  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  Affected by personality and gender Assigned Emergent Leadership & Power  The capacity or potential to influence.

 Ability to affect others’ beliefs, attitudes, & actions  Referent  Expert  Legitimate  Reward  Coercive  InformationPower Bases of Social Power Power is a relational concern for both leaders and followers.

French & Raven (1959), Raven (1965) Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Leadership & Coercion  Use of force to effect change  Influencing others to do something by manipulating rewards and penalties in the work environment  Use of threats, punishments, & negative rewards  Adolf Hitler  Jim Jones  Taliban leadersCoercion Involves Examples of Coercive Leaders Power & restraint used to force followers to engage in extreme behavior Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Leadership & Management, Kotter (1990) Management Activities Leadership Activities “ Produces order and consistency” • Planning & Budgeting • Organizing & Staffing “ Produces change and movement” • Establishing direction • Motivating/Inspiring Major activities of management & leadership are played out differently; BUT, both are essential for an organization to prosper .

Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc. Leadership & Management Zaleznik (1977) Managers Unidirectional Authority Leaders Multidirectional Influence  Are reactive  Prefer to work with people solving  Have low emotional involvement  Are emotionally active & involved  Shape ideas over responding to them  Act to expand available options  Change the way people think about what is possible Peter G. Northouse, Leadership: Theory and Practice , Seventh Edition. © 2016 SAGE Publications, Inc.