Professional Documents
Culture Documents
Contemporary Issues in Leadership: Organizational Behavior
Contemporary Issues in Leadership: Organizational Behavior
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
PowerPoint Presentation
Presentation
All rights reserved. by
by Charlie
Charlie Cook
Cook
Trust:
Trust: The
The Foundation
Foundation of
of Leadership
Leadership
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).
Leadership
Leadership
TRUST
TRUST
and
and
INTEGRITY
INTEGRITY
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. 12–5
Basic
Basic Principles
Principles of
of Trust
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.
Leaders
Leadersuse
useframing
framing(selectively
(selectivelyincluding
includingor
or
excluding
excludingfacts)
facts)to
toinfluence
influencehow
howothers
otherssee
see
and
andinterpret
interpretreality.
reality.
Charismatics
CharismaticsInfluence
InfluenceFollowers
FollowersBy:
By:
1.1. Articulating
Articulatingthe
thevision
vision
2.2. Setting
Settinghigh
highperformance
performanceexpectations
expectations
3.3. Conveying
Conveyingaanew
newset
setof
ofvalues
values
4.4. Making
Makingpersonal
personalsacrifices
sacrifices
© 2005 Prentice Hall Inc. All rights reserved. 12–8
Beyond
Beyond Charismatic
Charismatic Leadership
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.
Elements
Elementsof ofEmotional
Emotional
Intelligence
Intelligence: :
••Self-awareness
Self-awareness
••Self-management
Self-management
••Self-motivation
Self-motivation
••Empathy
Empathy
••Social
Socialskills
skills
Team
TeamLeadership
LeadershipRoles
Roles: :
•• Act
Actas
asliaisons
liaisonswith
with
external
externalconstituencies.
constituencies.
•• Serve
Serveas
astroubleshooters.
troubleshooters.
•• Managing
Managingconflict.
conflict.
•• Coaching
Coachingto
toimprove
improveteam
team
member
memberperformance
performance
Mentor
Mentoring
MentoringActivities
Activities: :
A senior employee who
sponsors and supports a •• Present
Presentideas
ideasclearly
clearly
less-experienced •• Listen
Listenwell
well
employee (a protégé).
•• Empathize
Empathize
•• Share
Shareexperiences
experiences
•• Act
Actas
asrole
rolemodel
model
•• Share
Sharecontacts
contacts
•• Provide
Providepolitical
political
guidance
guidance
© 2005 Prentice Hall Inc. All rights reserved. 12–13
Contemporary
Contemporary Leadership
Leadership Roles:
Roles:
Self-Leadership
Self-Leadership
Self-Leadership
Creating
Creatingself
selfleaders
leaders: :
A set of processes
• • Model
Modelself-leadership.
self-leadership.
through which
• • Encourage
Encourageemployees
employeesto
individuals control create self-set goals.
to
create self-set goals.
their own behavior.
• • Encourage
Encouragethetheuse
useof ofself-
self-
rewards.
rewards.
• • Create
Createpositive
positivethought
thought
patterns.
patterns.
• • Create
Createaaclimate
climateofofself-
self-
leadership.
leadership.
• • Encourage
Encourageself-criticism.
self-criticism.
Actions
Actions::
•• Work
Workto
topositively
positivelychange
changethe
theattitudes
attitudesand
and
behaviors
behaviorsof
ofemployees.
employees.
•• Engage
Engagein
insocially
sociallyconstructive
constructivebehaviors.
behaviors.
•• Do
Donot
notabuse
abusepower
poweror
oruse
useimproper
impropermeans
meansto
to
attain
attaingoals.
goals.
Qualities
Qualitiesattributed
attributedto
toleaders
leaders: :
• • Leaders
Leadersareareintelligent,
intelligent,outgoing,
outgoing,have
havestrong
strongverbal
verbal
skills, are aggressive, understanding, and industrious.
skills, are aggressive, understanding, and industrious.
• • Effective
Effectiveleaders
leadersare
areperceived
perceivedas
asconsistent
consistentand
and
unwavering in their decisions.
unwavering in their decisions.
• • Effective
Effectiveleaders
leadersproject
projectthe
theappearance
appearanceofofbeing
beingaa
leader.
leader.