Professional Documents
Culture Documents
Chap-12 (Contemporary Issues in Leadership)
Chap-12 (Contemporary Issues in Leadership)
organizational behavior
stephen p. robbins
Chapter 12
Contemporary
Issues in
Leadership
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
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
After studying this chapter,
OBJECTIVES
leaders.
Trust
A positive expectation that
another will not—through
words, actions, or
decisions—act
opportunistically.
Trust is a history-
dependent process
(familiarity) based on
relevant but limited
samples of experience
(risk).
E X H I B I T 12–1
Leadership
TRUST
and
INTEGRITY
E X H I B I T 12–2
Source: Gantz Wiley Research. Reproduced in USA Today, February 12, 2003, p. 7B.
© 2005 Prentice Hall Inc. All rights reserved. 12–7
Three Types of Trust
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated.
Knowledge-based Trust
Trust based on behavioral
predictability that comes
from a history of interaction.
Identification-based Trust
Trust based on a mutual understanding of each
other’s intentions and appreciation of the other’s
wants and desires.
© 2005 Prentice Hall Inc. All rights reserved. 12–8
Basic Principles of Trust
Mistrust drives out trust.
Trust begets trust.
Growth often masks mistrust.
Decline or downsizing tests the highest levels of
trust.
Trust increases cohesion.
Mistrusting groups self-destruct.
Mistrust generally reduces productivity.
Framing
A way to use language to
manage meaning.
Transactional Leaders
• Contingent Reward
Leaders who guide or • Management by
motivate their followers in Exception (active)
the direction of established • Management by
goals by clarifying role and Exception (passive)
E X H I B I T 12–4 (cont’d)
Elements of Emotional
Intelligence:
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills
Mentor
Mentoring Activities:
A senior employee who
sponsors and supports a • Present ideas clearly
less-experienced • Listen well
employee (a protégé).
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance
Self-Leadership
Creating self leaders:
A set of processes
• Model self-leadership.
through which
• Encourage employees to
individuals control create self-set goals.
their own behavior.
• Encourage the use of self-
rewards.
• Create positive thought
patterns.
• Create a climate of self-
leadership.
• Encourage self-criticism.
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.
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 E X H I B I T 12–6
Measurement,” Organizational Behavior and Human Performance, December 1978, p. 378.
© 2005 Prentice Hall Inc. All rights reserved. 12–25
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.
© 2005 Prentice Hall Inc. All rights reserved. 12–26