Leadership Theory and Practice

Leadership

Northouse (2013) recognizes that leadership is a broad concept that is difficult to define, and that definitions of leadership vary from situation to situation and culture to culture. There are different ways of conceptualizing leadership, such as the relationship between people in power and their followers; the transformational processes that occur within groups and organizations; and the skills that leaders possess to effect positive change. For the purposes of the text Leadership: Theory and Practice, Northouse (2013) defines leadership as "a process whereby an individual influences a group of individuals to achieve a common goal," (p. 5). A broad definition like this one is effective for highlighting the various aspects of leadership.

The author evaluates the different types of power inherent in leadership roles. For example, referent power is derived from being able to relate to the leader, whereas legitimate power is derived from a title or position. Expert power comes, predictably, from expertise in a given field. Coercive power implies the ability to punish, versus reward power, derived from the leader's popularity based on rewards. Another way to conceptualize leadership is via the binary of assigned leadership and emergent leadership. Assigned leadership refers to the title of formal role in an organization, while emergent leadership refers to an organic growth of a leader.

Trait leadership is an approach that focuses on the character, personality, or behavioral traits that leaders exhibit. Intelligence, self-confidence, determination, integrity, sociability, and emotional intelligence are some of the key traits that leaders may possess. The implications of the trait approach is that organizations should seek persons with specific traits to become leaders, or should work to cultivate certain leadership traits.

Whereas the traits approach to leadership assumes that some people are born leaders, a skills approach to leadership implies that leadership can be taught. Thus, there are certain skills that people can master in order to become effective leaders. Technical skill, for instance, might be essential in certain leadership situations. Human and communications skills are also important. In addition to the skills approach is the style approach to leadership, which focuses on behaviors and methodologies. A common approach to leadership, the styles approach might focus on things like authoritarianism, cooperation, empowerment, and other interactive processes. Focusing on behaviors rather than innate traits or potential skills mastery can prove helpful in some situations. Situational leadership is also treated because of the importance of taking situational variables including organizational culture or the presence of a crisis into account. However, the author is good to point out the strengths and weakness of each of the major leadership approaches.