OB11 chapter 1 2 contemporary issues in leadership

Contrast transformational with transactional leadership.. Explain how framing influences leadership effectiveness.. Trust and LeadershipLeadership Leadership TRUST and INTEGRITY TRUST

ORGANIZATIONAL BEHAVIOR

S T E P H E N P R O B B I N S

E L E V E N T H E D I T I O N

W W W P R E N H A L L C O M / R O B B I N S

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All rights reserved.

© 2005 Prentice Hall Inc

PowerPoint Presentation

by Charlie Cook

Chapter 12

Contemporary Issues in

Leadership

After studying this chapter,

you should be able to:

1 Identify the five dimensions of trust.

2 Define the qualities of a charismatic leader.

3 Contrast transformational with transactional

leadership.

4 Explain how framing influences leadership

effectiveness.

5 Identify four roles that team leaders perform.

6 Explain the role of a mentor.

© 2005 Prentice Hall Inc All rights reserved 12–4

After studying this chapter,

you should be able to:

7 Describe how on-line leadership differs from

Trust: The Foundation of Leadership

Trust

A positive expectation that

another will not—through

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 Openness

– reliance on the person to give you the full truth.

Trust and Leadership

Leadership Leadership

TRUST and INTEGRITY

TRUST and INTEGRITY

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Employees’ Trust in Their CEOs

Employees who believe in senior management:

Source: Gantz Wiley Research Reproduced in USA Today, February 12, 2003, p 7B. E X H I B I T 12–2

Three Types of Trust

Deterrence-based Trust

Trust based on fear of reprisal if the trust is violated.

Identification-based Trust

Trust based on a mutual understanding of each

other’s intentions and appreciation of the other’s

wants and desires.

Knowledge-based Trust

Trust based on behavioral

predictability that comes

from a history of interaction.

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Basic Principles of Trust

trust.

Framing: Using Words to Shape Meaning and Inspire Others

Framing: Using Words to Shape Meaning and Inspire Others

Leaders use framing

(selectively including

or excluding facts) to

influence how others

see and interpret

reality.

Leaders use framing

(selectively including

or excluding facts) to

influence how others

see and interpret

reality.

Framing

A way to use language to

manage meaning.

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Inspirational Approaches to Leadership

Charismatics Influence Followers By:

1 Articulating the vision

2 Setting high performance expectations

3 Conveying a new set of values

4 Making personal sacrifices

Charismatics Influence Followers By:

1 Articulating the vision

2 Setting high performance expectations

3 Conveying a new set of values

4 Making personal sacrifices

Charismatic Leadership Theory

Followers make attributions of heroic or

extraordinary leadership abilities when they observe certain behaviors.

Key Characteristics of Charismatic Leaders

1 Vision and articulation. Has a vision—expressed as an

idealized goal—that proposes a future better than the status

quo; and is able to clarify the importance of the vision in

terms that are understandable to others.

2 Personal risk. Willing to take on high personal risk, incur

high costs and engage in self-sacrifice to achieve the vision.

3 Environmental sensitivity. Able to make realistic

assessments of the environmental constraints and resources needed to bring about change.

4 Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings.

5 Unconventional behavior. Engages in behaviors that are

perceived as novel and counter to norms.

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Beyond Charismatic Leadership

 Level 5 Leaders

– Possess a fifth dimension—a paradoxical blend of

personal humility and professional will—in addition to the four basic leadership qualities of individual

capability, team skills, managerial competence, and the ability to stimulate others to high performance.

– Channel their ego needs away from themselves and

into the goal of building a great company

Transactional and Transformational Leadership

Leaders who guide or

motivate their followers in

the direction of established

goals by clarifying role and

task requirements.

Transformational Leaders

Leaders who provide

individualized consideration

and intellectual stimulation,

and who possess charisma.

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Characteristics of Transactional Leaders

E X H I B I T 12–4

Contingent Reward: Contracts exchange of rewards

for effort, promises rewards for good performance,

recognizes accomplishments.

Management by Exception (active): Watches and

searches for deviations from rules and standards, takes

corrective action.

Management by Exception (passive): Intervenes

only if standards are not met.

Laissez-Faire: Abdicates responsibilities, avoids

making decisions.

Source: B M Bass, “From Transactional to Transformational Leadership: Learning to

Share the Vision,” Organizational Dynamics, Winter 1990, p 22 Reprinted by permission

of the publisher American Management Association, New York All rights reserved

Characteristics of Transformational Leaders

Charisma: Provides vision and sense of mission, instills

pride, gains respect and trust.

Inspiration: Communicates high expectations, uses

symbols to focus efforts, expresses important purposes in simple ways.

Intellectual Stimulation: Promotes intelligence,

rationality, and careful problem solving.

Individualized Consideration: Gives personal

attention, treats each employee individually, coaches,

advises.

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Emotional Intelligence and Leadership

Effectiveness

Emotional Intelligence and Leadership

Effectiveness

Elements of Emotional Intelligence :

Contemporary Leadership Roles: Providing

Team Leadership

Contemporary Leadership Roles: Providing

Team Leadership

Team Leadership Roles :

• Act as liaisons with

Team Leadership Roles :

• Act as liaisons with

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E X H I B I T 12–5

Source: DILBERT reprinted by permission of United Features Syndicate, Inc.

Contemporary Leadership Roles: Mentoring

A senior employee who

sponsors and supports a

less-experienced

employee (a protégé).

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Contemporary Leadership Roles:

create self-set goals.

• Encourage the use of

create self-set goals.

• Encourage the use of

Actions :

• Work to positively change the

attitudes and behaviors of

employees.

• Engage in socially constructive

behaviors.

• Do not abuse power or use

improper means to attain goals.

Actions :

• Work to positively change the

attitudes and behaviors of

employees.

• Engage in socially constructive

behaviors.

• Do not abuse power or use

improper means to attain goals.

Ethical Leadership

Ethical Leadership

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Online Leadership

 Leadership at a Distance: Building Trust

– The lack of face-to-face contact in electronic

communications removes the nonverbal cues that

support verbal interactions.

– There is no supporting context to assist the receiver

with interpretation of an electronic communication.

– The structure and tone of electronic messages can

strongly affect the response of receivers.

– An individual’s verbal and written communications may not follow the same style.

– Writing skills will likely become an extension of

interpersonal skills

Challenges to the Leadership Construct

Qualities attributed to leaders :

• Leaders are intelligent, outgoing, have strong verbal

skills, are aggressive, understanding, and industrious.

• Effective leaders are perceived as consistent and

unwavering in their decisions.

• Effective leaders project the appearance of being a

leader.

Qualities attributed to leaders :

• Leaders are intelligent, outgoing, have strong verbal

skills, are aggressive, understanding, and industrious.

• Effective leaders are perceived as consistent and

unwavering in their decisions.

• Effective leaders project the appearance of being a

leader.

Attribution Theory of Leadership

The idea that leadership is merely an attribution that people make about other individuals.

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Substitutes and Neutralizers for Leadership

E X H I B I T 12–6

Relationship- Oriented Oriented Defining Characteristics Leadership Leadership

Task-Individual

Experience/training No effect on Substitutes for

Professionalism Substitutes for Substitutes for

Indifference to rewards Neutralizes Neutralizes

Job

Highly structured task No effect on Substitutes for

Provides its own feedback No effect on Substitutes for

Intrinsically satisfying Substitutes for No effect on

Organization

Explicit formalized goals No effect on Substitutes for

Rigid rules and procedures No effect on Substitutes for

Cohesive work groups Substitutes for Substitutes for

Source: Based on S Kerr and J M Jermier, “Substitutes for Leadership: Their Meaning and

Measurement,” Organizational Behavior and Human Performance, December 1978, p 378.

Finding and Creating Effective Leaders

leadership, measure self-monitoring, and assess

emotional intelligence.

with the job.

become effective leaders.

potential of nascent charismatic employees.