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Leadership &Trust

Besides chapt.11 and 12 concepts, you should also be able to :

1. Contrast leadership and management.

2. Understand traditional leadership theories.

3. Understand transactional, transitional and visionary leadership.

4. Describe contingency model.

5. Understand E.I. theory.

6. Understand managerial grid.

7. Learn about charismatic leaders

8. Learn how to become a transformational leader.L E

A R

N I

N G

O

B J

E C

T I

V E

S

Leadership

The ability to positively influence people and systems to have a meaningful impact and achieve results

What Is Leadership?

management

Use of authority inherent in designated formal rank to obtain compliance from organizational members

Trust and Leadership

LeadershipLeadershipLeadershipLeadership

TRUSTTRUSTandand

INTEGRITYINTEGRITY

TRUSTTRUSTandand

INTEGRITYINTEGRITY

Traditional leadership theories

a) The trait approach--Involves discerning how to be a leader by examining the characteristics and methods of

recognized leaders.

b) The behavioral approach--Attempts to determine the types of leadership behaviors that lead to successful task

performance and employee satisfaction.

c) The contingency approach--Holds that there is no universal approach to leadership. Rather, effective

leadership behavior depends on situational factors (i.e. who is leading, who is led, and what is the situation) that

may change over time.

d) The role approach--Suggests that leaders perform certain roles depending on the situation.

Characteristics of Successful Leaders

Trait or Characteristic

Drive

Honesty and integrity

Leadership motivation

Self-confidence

Cognitive ability

Knowledge of the business

Creativity

Flexibility

Description

Desire for achievement; ambition; high energy;tenacity; initiative

Trustworthy; reliable; open

Desire to exercise influence over others to reach shared goals

Trust in own abilities

Intelligence; ability to integrate and interpret large amounts of information

Knowledge of industry, relevant technical matters

Originality

Ability to adapt to needs of followers andrequirements of situation

-1

Charismatic Leadership

Key Characteristics:

1. Vision and articulation

2. Personal risk

3. Environmental sensitivity

4. Sensitivity to follower needs

5. Unconventional behavior

Key Characteristics:

1. Vision and articulation

2. Personal risk

3. Environmental sensitivity

4. Sensitivity to follower needs

5. Unconventional behavior

Path-Goal Theory

Leader’s style(instrumental,supportive,participative,achievement-oriented)

Contingency factors(characteristicsof subordinates,work environments)

Perception that the leader isbeing helpful(e.g., eliminatingobstacles)

Motivation andjob satisfactionare enhanced

.

Situational Leadership Theory: Its Basic Dimensions

ParticipatingParticipating works best(followers are able todo the job but requireemotional support)

SellingSelling works best(followers are neitherwilling nor able to dothe job)

DelegatingDelegating works best(followers)are willing todo the job, and know how to go about it)

TellingTelling works best(followers are willingto do the job, but don’tknow how to do it)

Low(able to do job)

High(unable to do job)

High(unwillingto do job)

Low(willing

to do job)

Task Behavior (amount of guidance required)

Rel

atio

nsh

ip B

ehav

ior

(am

ou

nt

of

sup

po

rt r

equ

ired

)

Hersey and Blanchard’s Situational Leadership Theory

Follower r

eadiness: abilit

y and willi

ngness

Follower r

eadiness: abilit

y and willi

ngness

Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision

The Managerial Grid

Co

nce

rn f

or

Peo

ple

1 2 3 4 5 6 7 8 9Concern for ProductionLow High

Low

High

9

8

7

6

5

4

3

2

1

5,5 patternMiddle-of-the-roadmanagement

9,1 patternTask management

9,9 patternTeam management-the ideal style

1,9 pattern“Country club”management

1,1 patternImpoverishedmanagement

Fig. 8-1

Transactional and Transformational Leadership

• Contingent Reward

• Management by Exception (active)

• Management by Exception (passive)

• Laissez-Faire

• Charisma

• Inspiration

• Intellectual Stimulation

• Individual Consideration

Emotional Intelligence and Leadership Effectiveness

Elements of Emotional Intelligence:

• Self-awareness

• Self-management

• Self-motivation

• Empathy

• Social skills

Elements of Emotional Intelligence:

• Self-awareness

• Self-management

• Self-motivation

• Empathy

• Social skills

Guidelines for Becoming a Transformational Leader (cont’d)

Suggestion

Build confidence by recognizing smallaccomplishments toward the goal.

Celebrate successes and accomplishments.

Take dramatic action to symbolize keyorganizational values.

Set an example; actions speak louderthan words.

Explanation

If a group experiences early success, it willbe motivated to continue working hard.

Formal or informal ceremonies are useful forcelebrating success, thereby buildingoptimism and commitment.

Visions are reinforced by things leaders doto symbolize them. For example, one leaderdemonstrated concern for quality by destroying work that was not up to standards.

Leaders serve as role models. If they wantfollowers to make sacrifices, for example,they should do so themselves.

.

Guidelines for Becoming a Transformational Leader

Suggestion

Develop a vision that is bothclear and highly appealing to followers.

Articulate a strategy for bringing thatvision to life.

State your vision clearly and promoteit to others.

Show confidence and optimism aboutyour vision.

Express confidence in followers’capacity to carry out the strategy.

Explanation

A clear vision will guide followers towardachieving organizational goals and make them feel good about doing so.

Don’t present an elaborate plan; rather, state the best path toward achieving the mission.

Visions must not only be clear but madecompelling, such as by using anecdotes.

If a leader lacks confidence about success,followers will not try very hard to achieve thatvision

Followers must believe that they are capable of implementing a leader’s vision. Leaders should build followers’ self-confidence.

Finding and Creating Effective Leaders

§ Selection

Review specific requirements for the job. Use tests that identify personal traits associated with

leadership, measure self-monitoring, and assess emotional intelligence.

Conduct personal interviews to determine candidate’s fit with the job.

§ Training

Recognize the all people are not equally trainable. Teach skills that are necessary for employees to become

effective leaders. Provide behavioral training to increase the development

potential of nascent charismatic employees.

.

LPC Contingency Theory

Situational Control

Lea

der

Eff

ecti

ven

ess

(gro

up

per

form

ance

)

ModerateLow High

Low

High

Low LPC(concern forpeople)

High LPC(concern forproduction)

High LPCleaders are highlyeffectiveundermoderatesituationalcontrol

Low LPCleadersare highlyeffectiveunderhighsituationalcontrol

Low LPCleadersare highlyeffectiveunder lowsituationalcontrol