Leaders and the Leadership

The forces that give rise to leadership do not reside totally in the leader.

Idiosyncrasy model suggests that group members' evaluation of others is not dependent on the degree to which they conform to expectations.

According to Bales and Hollander,task-focused behaviors are directed toward alleviating team members' task accomplishment concerns.

Power,according to Salancik and Pfeffer,derives from individuals rather than activities,and the power possessed by a leader is never absolute.

The degree of entrenchment in the leader position is a function of the working relationship alone.

The leader-follower relationship is not affected by group consent.

Status refers to the placement of an individual along a dimension,or in a hierarchy,by virtue of some criterion of value.

The popularity viewpoint of group-emergent leadership is currently most popular among leadership views.

For an individual to attain leadership,he/she must first be seen as competent in the group's central task.

The article by Hollander defines conformity as group expectancies that may be person-specific and fluid or more generally applicable and static.

Idiosyncrasy credits are positively disposed impressions of a person held by others and operationally provide the basis for influence assertion and its acceptance.

The task-competent follower who conforms to the common expectancies of the group at one stage is not likely to emerge as a leader in the next stage.

The strategic-contingencies theory implies that when an organization faces a number of lawsuits that threaten its existence,the legal department will have less power and influence over organizational decisions.

Institutionalized forms of power tend to buffer the organization from reality and obscure the demands of its environment.

In most societies,power organizes around abundant resources.

Power is shared in organizations; and it is shared out of concern for principles of organizational development more than out of necessity.

Under conditions of uncertainty,most contestants are likely to develop counterarguments and oppositions and managers could find it difficult to win cases.

When individuals do not agree about what the organization should do or how to do it,power and other social processes will affect decisions.

One implication of the idea that power shifts with changes in organizational environments is that the dominant coalition will tend to be that group that is most appropriate for the organization's environment.

The first step in determining the critical contingencies in an organizational environment is to construct an accurate model of that environment.