Week 18: Introduction to Leadership
Dr. Cécile Emery
BUSI-1323 OB3: Leadership
Why study leadership?
Because it matters!
• Leadership matters - it is hugely consequential for the
success of organisations and the well-being of
employees and citizens
• Leadership is an adaptive tool for individual and group
survival
• Leadership theories contribute to addressing leadership
needs (selection, in-role performance, development)
(Hogan & Kaiser, 2005)
Aims of the course
By the end of this course, you should be able to…
– Understand the multidisciplinary origins of leadership theory
– Increase your ability to critically evaluate the relevance of
differing theories depending upon the situation and to apply
these theories accordingly
– Develop the ability to analyse one’s own leadership style and
to critically assess one’s own leadership effectiveness
– Become a better leader
Today’s Agenda:
Introduction to Course & Key Ideas
• Course Objectives & Outline
• What is Leadership?
– Definition
– Leadership vs. Management
– Leadership criteria: Assessing leadership quality
– Does leadership effectiveness depend on context?
Housekeeping
• Lectures will take place on Fridays
• Lecture slides and other course materials (reading list,
case studies, videos) will be posted on Moodle
• Classes follow the lecture – It is essential that you
attend the lecture in order to participate in class
(see assessment criteria)
Assessment (I)
• Leadership Portfolio 50%
Deadline: March 28th 2017 at 3:00PM
– (a) Leadership Consulting Exercise (30%)
• Week 19: Teams are formed
• Week 25, Monday: LCE brief is posted on Moodle
• Week 25, Friday: Inform your class-teacher which theory you will apply
• Week 27: Team Presentation
– (b) Individual Reflection, 800-words(10%)
– (c) Class Contribution (10%)
Assessment (II)
• Final Exam 50%
Day & Time: TBD
– Seven essay questions to choose from
– Answer two in two hours
– Use the lecture material and the readings
• I will not pass if you do not use the readings to answer the essay
question
Assessment Preparation
• Come prepared to every class
- Prepare for Debates, Case Studies, & Activities
- Take “Carry the Class” seriously
• Think about the consulting exercise
- Think about who you want to work with
- What topic interests you the most?
• Pay attention and take notes in the lectures
What makes someone a “leader”?
Anyone who has influence?
Highest position in an organisation?
Someone in a supervisory position?
• What is the difference between a manager and a
leader?
Traditionally, leaders and managers were
viewed as different people
Leader Manager
• Seeks change • Continues tradition
• Risk-taking • Cautious
• Takes the initiative • Reactive
• Inspirational • Controlling
• Visionary • Methodical
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In fact, these are skills
that the same person can develop
Leader
Leadership Management
skills skills
• Align people • Organise and staff
• Motivate people • Control and
• Set direction and problem-solve
create change • Plan and budget
(Kotter, 1990)
Leadership as a people skill
Leadership is the process of influencing others to
understand and agree about what needs to be done and
how to do it, and the process of facilitating individual
and collective efforts to accomplish shared objectives
- Yukl (2006)
Leadership Criteria:
Assessing Leadership Quality
Individual Level:
– Emergence, standing out as a leader
• Peer nominations, observer ratings, track records
– Effectiveness, being approved as a leader
• Evaluations by superiors, evaluations by followers
Group Level:
– Process: how did the team play?
• Attitudes, motivation, team dynamics, culture/climate
– Outcomes: did the team win or lose?
• Productivity, customer satisfaction, financial outcomes
Paradigms for leadership research have
changed over the years
Trait Approach Who you are
Personality, Individual differences
Behavioural Approach What you behave
People-oriented vs. Task-oriented
Interaction with the
Contingency Approach situation
New Approaches
Transformational Leadership
LMX
Shared Leadership, Networks
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Key Takeaways
• Defining leadership isn’t straight forward
• Leadership effectiveness involves both
intellectual and interpersonal dimensions
– Leadership skills and Management skills
Readings
Essential Readings
• 1) Hogan, R. and Kaiser, R.B. 2005. What we know about
leadership. Review of General Psychology, 9(2), 169-180.
• 2) Kotter, J. 1990. What leaders really do. Harvard Business Review,
68(3), 103-112.
Background Reading
• Chapter 1 (Daft)
• Bennis, W. 2007. The challenges of leadership in the modern
world: Introduction to the special issue. American Psychologist, 62(1),
2-5.
