Professional Documents
Culture Documents
Stephen P. Robbins
Chapter 10
Leadership and
Creating Trust
10-1
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Leadership
• Ability to
influence a group
toward the
achievement of
goals
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Trait Theories – 1990s
Seven traits seemed to differ leaders
from non-leaders:
• ambition and • intelligence
energy • high self-
• desire to lead monitoring
• honesty and • job-relevant
integrity knowledge
• self-confidence
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• Researchers began organizing traits
around the Big Five personality
framework
10-4
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• Traits do a better job at
predicting the emergence of
leaders than in actually
distinguishing between effective
and ineffective leaders
10-5
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Behavioral Theories
• Assumes people can be trained
to lead
• Researched the behaviors of
specific leaders
• Provides the basis of design for
training programs
10-6
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Ohio State Studies
• Developed two categories of
leadership behavior
– Initiating structure - attempts to
organize work, work relationships,
and goals
– Consideration - concern for
followers’ comfort, well-being, status,
and satisfaction
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University of Michigan Studies
• Employee-oriented - emphasize
interpersonal relations
• Production-oriented -
emphasize the technical or task
aspects of the job
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10-9
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Limitations of Behavioral
Theories
• Did not identify consistent
relationships between leadership
behavior and group performance
10-10
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Contingency Theories
• Fiedler
• Path-goal
• Leader-participation
10-11
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Fiedler Leadership Model
• Effective group performance depends
on the proper match between the
leader’s style of interacting with
subordinates and the degree to which
the situation gives control and
influence to the leader
• Least-preferred co-worker (LPC)
questionnaire
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Fiedler Contingency Dimensions
• Leader-member relations
• Task structure
• Position power
10-13
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Fiedler Model
10-14
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Leader-Member Exchange Theory
10-15
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Path-Goal Theory
10-16
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Path-Goal Theory
• Directive leader
• Supportive leader
• Participative leader
• Achievement-oriented leader
10-17
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Path-Goal Theory
10-18
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Leader-Participation Model
10-19
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Transactional Transformational
leaders - motivate leaders - inspire
their followers in followers to transcend
the direction of their own self-
established goals interests for the good
by clarifying role of the organization
and task
requirements
10-20
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Charismatic Leadership Theory
10-21
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Charismatic Leaders
• Have vision
• Willing to take risks to achieve that
vision
• Sensitive to both environmental
constraints and follower needs
• Exhibit behaviors that are out of the
ordinary
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How Charismatic Leaders
Influence Followers
• Articulates an appealing vision
• Communicates high performance
expectations
• Conveys, through words and actions, a
new set of values
• Makes self-sacrifices and engages in
unconventional behavior to demonstrate
convictions about the vision
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Increasing body of research shows
impressive correlations between
charismatic leadership and high
performance and satisfaction
among followers
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Contemporary Issues
10-25
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Emotional Intelligence (EI)
10-26
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What is Trust?
10-27
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Trust Dimensions
Integrity
Competence Consistency
Loyalty Openness
10-28
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Three Types of Trust
• Deterrence-based
• Knowledge-based
• Identification-based
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How to Build Trust
• Practice openness
• Be fair
• Speak your feelings
• Tell the truth
• Show consistency
• Fulfill your promises
• Maintain confidences
• Demonstrate competence
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