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Summary * Fully Summarized MNL2601 Book *

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  • Course
  • MNL2601 - Leadership
  • Institution
  • University Of South Africa (Unisa)
  • Book
  • Leadership

Fully summarized 340 pages from the textbook into 64 pages for your convenience and to get you ready for the exam. No chapter has been skipped. Full notes with explanations and diagrams for better understanding. *Please note the book does not have a chapter 1 as it is merely an introduction, he...

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  • June 5, 2022
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  • 2021/2022
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MNL2601
STUDY NOTES
YEAR 2022

, Chapter 2: Leadership, Power & Influence


NB: influence is a key element in leadership– the individual needs the ability to influence

his/her followers, to motivate and enable them to contribute to the success of the

organisation

Trait Theory of Leadership
❖ Leadership is seen as characteristics/traits that certain individuals possess and bring to the
arena.
❖ Leaders with these particular traits (mentioned below), are seen as superior and if they lack
these traits, are not seen as leaders.

Table 1.1: Key Leadership Traits

Trait Description
Drive Achievement, motivation, ambition, energy,
tenacity, initiative
Leadership Motivation Desire to lead: Seeking power
Social power motive-achieve desired goals

Honesty & integrity Trustworthiness
Cognitive Ability Analyze situations accurately, solve problems,
make decisions
Self Confidence Assertive & decisive
Knowledge of the business Able to gather extensive information about
company, industry, develop strategies &
business plans

Contingency/ Situational Leadership Theory
❖ Psychologist, Ralph Stogdill concluded that a person does not become a leader by possession
of traits.
❖ Concluded that leadership is a combination of an individual’s traits interacting with a
situation on hand.
❖ Thus leadership is focused on handling a situation on hand, thus known as the contingency
theory approach.

The effectiveness of leadership is dependent on the combination of 3 things:

1. Relationship between leader & follower
2. Structure & clarity on the task to be achieved
3. Formal position that the leader occupies the power to lea

, GRINT – 4 Leadership Approaches

Approach Key Question Definition
1. Leadership as person who This approach asks the
question: “Is
it WHO leaders are that
makes them
leaders?”
2. Leadership as process how This approach asks the
question: “Is it
HOW leaders get things done
that makes
them leaders?”
3. Leadership as position where This approach asks the
question: “Is it
WHERE leaders operate that
makes them
leaders?”
4. Leadership as results what This approach asks the
question: “Is it
WHAT leaders achieve that
makes them
leaders?”


GRINTS 4 LEADERSHIP APPROACHES CAN ALSO BE USED TO EXPLORE THE CONCEPT OF POWER.

Leadership & Power
p25
“Power is the product of the position that a person holds in an organisation”
“The ability to mobilize resources to get things done”
“The absolute capacity of an individual to influence the behaviour or attitudes of one or more
designated target persons at a given point in time.

Sources of power:
Power is the ability and potential of a leader to secure a change in the belief, attitude or behaviour
of a follower through the usage of resources available.
Positional Power – Power related to position
Personal Power – an individuals own aspects that he/she can transfer between positions

Different Sources of Power:
1.Informational power: the ability to provide information about a subject or task in such a way that
the recipient (or follower) will accept that information and behave in the way that the leader
suggests. (Positional power) (hard power)

2. Reward power: the ability to reward or threaten a follower. (Positional power) (hard power)

3.Coercive power: the ability to enforce compliance through fear. (Positional power) (hard power)

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