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CHAPTER 1
Introduction: The Nature of Leadership
Lectured by Dr. Tan Saroeun, NUM
Copyright © 2010 Pearson Education, Inc.
publishing as Prentice Hall
Leadership in Organizations
1-1
Learning Objectives




Understand why leadership has been defined in so
many different ways
Understand how leadership will be defined in this
book
Understand the controversy about differences
between leadership and management
Understand why it is so difficult to assess
leadership effectiveness
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1-2
Learning Objectives (Cont.)




Understand the different indicators used to assess
leadership effectiveness
Understand what aspects of leadership have been
studied the most during the past 50 years
Understand how leadership can be described as
an individual, dyadic, group, or organizational
process
Understand the organization of this book
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1-4
ប្រាំបួន
ទាល់
ដប់ទាល់
កាំឲ្យទាល់
គាំនិត
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ប្រងមានប្រះរ័យប្រួយររម្ភ
ចាំព ះពោគរបស់ប្បជាោប្សត
ប្រះអងគជាងអា ធប្រះអងគ
ពៅពរៀតពប្ ះថាពសចកតីរកខ
របស់ោប្សតគឺជាពសចកតីរកខ
របស់អនកប្គប់ប្គងទាាំងឡាយ
ប្រះអងគម្ិនមម្នមានពសចកតី
រកខពប្ ះអងគពរ មដលនាំ
ពអាយប្រះអងគប្រួយ។
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Defining Leadership
“There are almost as many definitions of
Leadership as there are persons who have
attempted to define the concept.” (Stogdill,
1974)
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♠Leadership is a subject that has long excited interest
among people.
Leadership
CamuxviCa¢mYyEdlmanplRbeyaCn_KYr
eGayCk;citþ CayUryaNas;mkehIy.
♠ The exploits of brave and cleaver leaders are the
essence of many legends and myths.
PaBGg;GacénGñkdwknaMd¾køahannigQøas
év CaRbFanbTd¾ caM)ac; kñúgerOgeRBg
nig eTvkfa.
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♠ In the history, the story of military, political,
religious, and social leaders who are credited or blamed
for important historical events.
kñúgRbvtþisaRsþerOgBITahan
GñkdwknaMneya)ay sasna sgÁm
EdleKTTYlsÁal; b¤
sþIbenÞascMeBaHRBwtþikarN_RbvtþisaRs
þ.
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♠ Why did certain leaders inspire such intense fervor and
dedication? ehtuGVI)anCaGñk
dwknaMsMxan;²xøH
CMrujeGaymanPaBekþARkhaypg nig
]TÞisbUCaya:gFMeFgpg .
♠ How did certain leaders build great
empires?
etIGñkdwknaMsMxan;²GacksagcRkPBrbs;xøÜn)an
y:agdUcemþc?.
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Leadership in Organizations
1-11
Definition of Leadership
♠ 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.
CadMeNIrkarCH\T§iBlelIGñkd¾éTeGayyl; nig
ÉkPaBGMBIGVIEdl
RtUveFVI nig rebobkñúgkareFVI nig dMeNIrkar
sMrbsMrYldl;karRbwgERbgTaMgbuKÁl
TaMgRkumedIm,IsMerc)an
nUveKaledArbs;Rkumh‘un.
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♠ Leadership is the behavior of an individual
…. directing the activities of a group toward
a shared goal.”(Hemphill &Coons 1957,p.7)
Ca\riyabfénbuKÁl>>>>dwknaMskmµPaB
énRkumsMedA eKaledA .
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LS is the influential increment over and
above mechanical compliance with the
routine directives of the organization.
CakarekIneLIgén\Ti§BlelIkarRbtþibtþién
ynþkarGnuelamxagelICamYykardwkna
MRbcMaéf¶rbs;GgÁPaB.
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LS is the ability of an individual to
influence, motivate , and enable others to
contribute toward the effectiveness and
success of the organization…”
PaBCaGñkdwknaMCasmtßPaBbuKÁledI
m,I CH\Ti§Bl
elIkTwkcitþnigGaceGayGñkdéTrYmcME
NksMedAeTA rk RbsiT§PaB nig
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LS is “the ability to step outside the culture
… to start evolutionary change processes
that are more adaptive.” (Schein,1992,p.2)
CasmtßPaBQanecjeRkAvb,Fm’>>>edIm,I
cab;epþImbMEr
bMrYldMeNIkareGaykan;EtsMrbsMrYle
RcIneLIgEfm eTot.
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LS is exercised when persons…mobilize…
institutional, political, psychological, and
other resources so as to arouse, engage,
and satisfy the motives of followers.
(Burns, 1978,p.18)
CakarhVwkhVWneBlmnusS>>>eFVIsmahrN
kmµ FnFan sßabn½ neya)ay citþsaRsþ
nigFnFan déTeTotedIm,I das;sµartI
cUlrYmnig bMeBjtMrUvkar
dl;citþCMrujrbs; GñkedIrtam.
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Leadership is ability to get others work in things they
don’t desire to do , and like to do.
ភារជាអនកដឹកនាំជាសម្តថភារនាំពអាយអនកដទរបាំពរញ
ការងារទាាំងរួកពគចង់ពធវើទាាំងរួកពគម្ិនមានបាំណងចង់ពធវើ
Harry S. Truman
(1884-1972)
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Additional Controversy
វារបបដិវារបមនថម្ពរៀត

Specialized role or shared influence process តួនរីជាក់លាក់ឬដាំពណើរការឥរិធរលមដលរួម្ចាំមណក

Type of influence process ប្បពេរទនដាំពណើរការឥរិធរល

Purpose of influence attempts ពោលបាំណងទនការប្បឹងមប្បងឥរធិរល

Influence based on reason or emotions ឥរធិរលមអែកពលើពេតអលឬអារម្មណ៍

Direct versus indirect leadership

Leadership versus management
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Specialized Role or Shared Influence Process

Specialized Role តួនរីប្តូវដាក់ជាឯកពរស
Specific leadership role – some functions cannot be
shared តួនរីភារជាអនកដឹកនាំជាក់លាក់ តួនរីខ្លះម្ិនអាចចូលរួម្រន
 Leaders and followers អនកដឹកនាំ និង អនកពដើរតាម្
Shared Influence Process ដាំពណើរការឥរធិរលប្តូវចូលរួម្
 Naturally occurring ការពកើតព ើងជាធម្មតា
 Any member can be a leader at any time សមាជិកណាក៏អាច


ជាអនកដឹកនាំពរលណាក៏រន
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Type of Influence Process

Leadership only occurs when influence attempts
results in enthusiastic commitment ភារជាអនកដឹកនាំ
ពកើតព ើងពៅពរលការប្បឹងមប្បងឥរធិរលេចលរធអលកនុង
កិចចសនាមដលពធវើពអាយរំពេើប

All types of influence need to be examined – even
when forcing or manipulating subordinates
ប្បពេរទាាំងអស់ទនឥរធិរលចាំរច់ប្តូវរិនិតយ មែម្ទាាំង
ពរលបងខាំឬពប្បើប្រស់ថានក់ពប្កាម្។
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Purpose of Influence Attempts

Leadership occurs only when people are
influenced to do what is ethical and consistent with
organizational goals ភារជាអនកដឹកនាំពកើតព ើងពរល
បគគលិកប្តូវជះឥរធិរលពអាយពធវើៗតាម្ប្កម្សិលធ៌ម្និង
តាំរូវជាម្ួយពោលពៅអងគភារ។

Look at outcome of the influence attempts and not
necessarily the leader’s intended purpose ចូរពម្ើល
លរធអលទនការប្បឹងមប្បងឥរធិរលនិងម្ិនចាំរច់ពម្ើលពោល
បាំណងពដាយពចតនរបស់អនកដឹកនាំ
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Influence Based on Reason or Emotion

Traditional definitions of leadership emphasize
rational, cognitive processes និយម្ន័យជារមាលប់របស់
ភារជាអនកដឹកនាំសងកត់ធងន់ដាំពណើរការសម្ពេតអលនិងររធិ

Recent views of leadership emphasize emotional
aspects of influence រសសនៈភារជាអនកដឹកនាំែមីៗសងកត់ធងន់
រូបភារឥរធិរលទនអារម្មណ៍
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Leadership vs. Management

Leaders and managers are completely different
and mutually exclusive អនកដឹកនាំ និង អនកប្គប់ប្គងមានភារខ្សមបលកទាាំងប្សុងនិង ម្ិនោប់បញ្ចូលពៅវិញពៅ
ម្ក


Managers are concerned with doing things
right (efficiency)
Leaders are concerned with doing the right
things (effectiveness)
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Leadership vs. Management
Managers value stability, order , and efficiency.
GñkRKb;RKgeGaytMélPaBhñwghñ
bTbBa¢a nig RbsiT§PaB.
♠ Leaders value flexibility, innovation, and
adaptation. GñkdwknaM
eGaytMélPaBbt;Ebn PaB begáItfµI nig
PaBsMrbsMrYl.
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Leadership vs. Management(Cont’d)
Managers are concerned about how things
get done, and they try to get people to
perform better.
GñkRKb;RKgCab;Tak;TgGMBIrebobe
FVIkargar ehIy
BYkeKBüayameFVIeGaybuKÁlikbMeB
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Leadership vs. Management (Cont.)

Leaders and managers are different roles but
don’t have to be different types of people
អនកដឹកនាំនិងអនកប្គប់ប្គងមានតួនរីខ្សមបលកោន បមនតម្ិនមាន
ប្បពេរម្នសសខ្សោន ពរ ។


Mintzberg’s 10 leadership roles
Kotter differentiating between managers and leaders
in terms of core processes and intended outcomes
ភារខ្សោន របស់ខ្ូធ័ររវាងអនកប្គប់ប្គងនិងអនកដឹកនាំកនុង
លកខខ្ណឌ ទនដាំពណើរការសនូលនិងលរធអលពចតន
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Leadership vs. Management (Cont.)
Rost view of management as an authority relationship
and leadership as a multidirectional influence
relationship
រសសនៈរបស់ រូសត៍ ការប្គប់ប្គងជារាំនក់រាំនងអាំណាច និង
ភារជាអនកដឹកនាំ ជារាំនក់រាំនងឥរធិរលដឹកនាំចាំរះ ។
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Leadership vs. Management (Cont.)
Kotter differentiating between managers and leaders
Management seeks to produce predictability and order by
karRKb;RKgsVHEsVgbegáItnUvkarTayTukCam
un nig bBa¢a eday ³
1. Setting operational goals , action plans with timetables,
and allocating resources
1> karbegáIteKaledARbtibtþikar
EpnkarskmµPaBRbkbedaytarageBl
nig EbgEckFnFanmnusS.
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Management Vs. Leadership (cont.)
2.Organizing and staffing ; structure, assigning
people to jobs.
karcat;EcgnigkarerobbuKÁlik¬manrcnasm<n§½
erobcMmnusSeGay
eFVIkartamCMnaj¦ .
3. monitoring results and solving problems.
RtYtBinitüemIllT§pl nig edaHRsaybBaða.
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Management Vs. Leadership (cont.)
Leadership seeks to produce organizational change by :
PaBCaGñkdwknaMsVHEsVgedIm,IbegáIt
karpøas;bþÚr GgÁPaBeday ³
1.developing a vision of the future and strategies for
making necessary changes,
karGPivDÆn_TsSn³visy½ naGnaKt
nigyuT§saRsþ sMrab; eFVIkarpøas;bþÚrcaM)ac;.
2. communicating and explaining the vision,
TMnak;TMng nig Bnül;BIckçúvisy½ .
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Management Vs. Leadership (cont.)
3. motivating and inspiring people to attain
the vision.elIkTIkcitþ nig
CMrujcitþbuKÁlikeGay sMerc
)annUvTsSn³visy½.
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Management Vs. Leadership (cont.)
Managers
Leaders
-Managers administer.
-Managers maintain.
-Managers control.
-Managers have a short-term view.
-Managers ask how and when.
-Managers imitate.
-Managers accept the status quo.
Leaders innovate.
-Leaders develop.
-Leaders inspire.
-Leaders, a long-term view.
-Leaders ask what and why.
-Leaders originate.
-Leaders challenge it.
Richard L.Hughes ,at.al, 2009
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Direct vs. Indirect Leadership

Direct leadership

Leader’s direct influence on immediate subordinates
ឥរធិរលអនកដឹកនាំផ្ទាល់ជះឥរធិរលពៅពលើអនកពប្កាម្បងាគប់ផ្ទាល់ឬជិតៗ

Leader’s direct influence on lower-level employees, peers,
bosses, or outsiders ឥរធិរលអនកដឹកនាំផ្ទាល់ជះពៅពលើនិពោជិតកាំរិតទាប អនកមានឋានៈពសមើ ពៅហ្វវយនយ ឬ អនក
ខាងពប្ៅ

Indirect leadership

Cascading effect of leadership influence លរធអលរីពលើចះ

ពប្កាម្ទនឥរធិរលភារជាអនកដឹកនាំ


Influence over formal programs, management systems,
and structural forms ឥរធិរលពលើកម្មវិធីអលូវការ ប្បរ័នធប្គប់ប្គង និង រាំរង់រចនសម្ព័នធអងគភារ
Influence over organizational culture
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Management Systems
Program or management systems intended to
improve :
♠ staffing and human resource planning,
♠ training and development,
♠ compensation and benefit,
♠ safety,
♠ recognition and reward,
♠ process and quality improvement,
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Management Systems (Cont’d)
♠ quality of work life,
♠ learning and innovating,
♠ knowledge management,
♠ employee empowerment.
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A Working Definition of Leadership
“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.”
ភារជាអនកដឹកនាំ ជាដាំពណើរការជះឥរធិរលពលើអនកដទរពដើម្បីពអាយយល់និង
ឯកភារអាំរីការងារអវីមដលចាំរច់ពធវើនិងពធវើវាពដាយវិធីណា និងដាំពណើរការទនការសប្ម្បសប្ម្ួលការប្បឹងមប្បងទាាំងបគគលទាាំងសម្ូេភារពដើម្បីចូលរួម្
សាំពរចរនវតថុបាំណង ។
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What Leaders Can Influence
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Indicators of Leadership Effectiveness

Performance and growth of leader’s group or organization
ការបាំពរញការងារនិងការលូតលាស់ទនអនកដឹកនាំប្កុម្ឬអងគភារ
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Follower attitudes and perceptions of the leader
ពដើរតាម្អាកបបកិរិោនិងពោលគាំនិតរបស់អនកដឹកនាំ
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Leader’s contribution to the quality of group processes
ការរួម្ចាំមណកអនកដឹកនាំពៅរកគណភារទនដាំពណើរការប្កុម្
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Extent to which a person has a successful career as a
leader វិសាលភារមដលបគគលិកមានអាជីរពជាគជ័យពនះគឺជាអនកដឹកនាំ
Development of a composite measure ការអេិវឌ្ឍទនការវាស់មវងមបបអធិបាយ
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Immediate and Delayed Outcomes
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Immediate outcomes easy to measure
លរធអលផ្ទាល់ឬឆាប់ងាយប្សួលវាស់មវង
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Willingness to complete a project ភារមានឆនាៈពដើម្បីបាំពរញគាំពោង
Delayed outcomes difficult to assess
លរធអលយឺតោវរិរកវាយតទម្ល
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Influenced by extraneous events ប្តូវជះឥរធិរលពដាយប្រឹតតិការណ៍ពដាយទចដនយ
Leader can effect both immediate and delayed
outcomes អនកដឹកនាំអាចររួលលរធអលទាាំងរីរ ឆាប់ និងបមងែបងែង់

May be inconsistent and move in opposite directions
អាចម្ិនប្សុះប្សួលោន និងមានចលនរិសពៅអាុយោន
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Leadership Causal Chain
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Key Variables in Leadership Theories
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Characteristics of the Leader
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Characteristics of the Follower
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Characteristics of the Situation
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Characteristics of the Leader
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Traits (motives, personality, values)
Confidence and optimism
Skills and expertise
Behavior
Integrity (honesty, behavior consistent with values)
Influence tactics
Attributions about followers
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Characteristics of the Follower
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Traits (needs, values, self concepts)
Confidence and optimism
Skills and expertise
Attributions about the leader
Trust in the leader
Task commitment and effort
Satisfaction with job and leader
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Characteristics of the Situation
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Type of organizational unit
Size of unit
Position power and authority of leader
Task structure and complexity
Task interdependence
Environmental uncertainty
External dependencies
National cultural values
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Causal Relationship Between Key Variables
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Overview of Major Research Approaches
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Trait approach
Behavior approach
Power-influence approach
Situational approach
Integrative approach
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Level of Conceptualization for Leadership
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Research Questions at Different
Levels of Conceptualization

Intra-Individual Theories
 How leaders manage their time ពតើអនកដឹកនាំចត់មចងពរល
ពវលារបស់ពគោងដូចពម្តច
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How leader traits and values influence leadership
behavior ពតើអនកចរិតសាំោល់ដឹកនាំនិងតទម្លជះឥរធិរលដល់ឥរិោបែ
ភារជាអនកដឹកនាំោងដូចពម្តច
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How leader skills are related to leader behavior ពតើជាំនញ
អនកដឹកនាំ ក់រ័នធពៅឥរិោបែអនកដឹកនាំោងដូចពម្តច
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How leaders make decisions ពតើអនកដឹកនាំពធវើការសាំពរចចិតតោងដូចពម្តច
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Research Questions at Different Levels of
Conceptualization (Cont.)
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Intra-Individual Theories (Cont.)
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How leaders are influenced by role expectations and
constraints ពតើអនកដឹកនាំប្តូវរងឥរធិរលពដាយការរំរឹងរកតួនរីនិង
ការកាំេិតអាំណាចោងដូចពម្តច
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How leaders react to feedback and learn from
experience ពតើអនកដឹកនាំប្បតិកម្មតបតនិងពរៀនរីបររិពសាធន៍ោង
ដូចពម្តច
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How leaders can use self-management techniques
ពតើអនកដឹកនាំអាចពប្បើវិធីសាប្សត ប្គប់ប្គងខ្ឡួនឯងោងដូចពម្តច
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How leaders can use self-development techniques
ពតើអនកដឹកនាំអាចពប្បើវិធីសាប្សត អេិវឌ្ឍខ្លួនឯងោងដូចពម្តច
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Research Questions at Different Levels of
Conceptualization (Cont.)

Dyadic Theories
 How a leader influences subordinate motivation and task
commitment ពតើអនកដឹកនាំជះឥរធិរលដល់ ការពលើករឹកចិតត
និងកិចចសនាការងារថានក់ពប្កាម្ោងដូចពម្តច
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How a leader facilitates the work of a subordinate
ពតើអនកដឹកនាំសាំប្ម្បសប្ម្ួលការងាររបស់អនកពប្កាម្បងាកប់ោងដូចពម្តច
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How a leader interprets information about a subordinate
ពតើអនកដឹកនាំបកប្សាយរ័ត៌មានអាំរីអនកពប្កាម្បងាកប់ោងដូចពម្តច
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How a leader develops a subordinate’s skills and
confidence ពតើអនកដឹកនាំអេិវឌ្ឍជាំនញនិងពជឿរកចិតតអនកពប្កាម្បងាកប់ោងដូចពម្តច
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Research Questions at Different Levels of
Conceptualization (Cont.)
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Dyadic Theories (Cont.)
 How a leader influences subordinate loyalty and trust
ពតើអនកដឹកនាំជះឥរធិរលភារពសាម ះប្តង់និងរកចិតតអនកពប្កាម្បងាកប់ោងដូចពម្តច
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How a leader uses influence tactics with a subordinate,
peer, or boss ពតើអនកដឹកនាំពប្បើពសនៀតឥរធិរលជាម្ួយថានក់ពប្កាម្ ថានក់ពសមើ ឬពៅហ្វវយនយោងដូចពម្តច
How a leader and a subordinate influence each other
ពតើអនកដឹកនាំជះឥរធិរលពអាយោន ពៅវិញពៅម្កោងដូចពម្តច
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How a leader develops a cooperative exchange
relationship with a subordinate ពតើអនកដឹកនាំអេិវឌ្ឍរាំនក់រាំនងពៅវិញពៅម្កជាម្ួយថានក់
ពប្កាម្ោងដូចពម្តច
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Research Questions at Different
Levels of Conceptualization (Cont.)
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Group-Level Theories
 How different leader-member relations affect each
other and team performance រាំនក់រាំនងសមាជិកអនកដឹកនាំខ្សមបលកោន ជះឥរធិរលពអាយោន ពៅ
វិញពៅម្កនិងប្កុម្ការងារ
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How leadership is shared in the group or team
How leaders organize and coordinate the activities of
team members
How leaders influence cooperation and resolve
disagreements in the team or unit
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Research Questions at Different
Levels of Conceptualization (Cont.)
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Group-Level Theories (Cont.)
 How leaders influence collective efficacy and
optimism for the team or unit
 How leaders influence collective learning and
innovation in the team or unit
 How leaders influence collective identification
of members with the team or unit
 How unit leaders obtain resources and support
from the organization and other units
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Research Questions at Different
Levels of Conceptualization (Cont.)
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Organization-Level Theories
 How top executives influence lower-level
members
 How leaders are selected at each level (and
implications of process for the firm)
 How leaders influence organizational culture
 How leaders influence the efficiency and the
cost of internal operations
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Research Questions at Different
Levels of Conceptualization (Cont.)
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Organization-Level Theories (Cont.)
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How leaders influence human relations and human
capital in the organization
How leaders make decisions about competitive
strategy and external initiatives
How conflicts among leaders are resolved in an
organization
How leaders influence innovation and major change in
an organization
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Level of Conceptualization for Leadership
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Intra-individual process – focuses on processes
within a single individual
Dyadic process – focuses on the relationship between
a leader and another individual
Group process – focuses on the leadership role in a
task group and how a leader contributes to group
effectiveness
Organizational process – focuses on leadership as a
process that occurs in a larger open system in which
groups are a subsystem
Multi-level theories – include constructs from more
than one level of explanation
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Other Bases for Comparing
Leadership Theories
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Leader vs. Follower-Centered Theory
Descriptive vs. Prescriptive Theory
Universal vs. Contingency Theory
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reproduced, stored in a retrieval system, or transmitted, in any
form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of
the publisher. Printed in the United States of America.
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