IOPS 311

Study Division B: Study Unit 5

Leadership and Trust

Dr. J Bosman
Defining leadership (p. 441)

The ability to influence a group toward the achievement of a vision or

set goals.
Leadership: Trait theories (p. 442 – 444)
Theories that consider personal qualities and characteristics that
differentiate leaders from non-leaders.

Big Five Personality Traits N CE

LLI GE
- Extraversion NTE
L I
- Agreeableness IO NA EQ)
OT (
- Openness to Experience EM
- Conscientiousness
- Neuroticism
Leadership: Behavioural theories (p. 445 – 448)

Theories proposing that specific behaviours differentiate leaders from

non-leaders

- Ohio State Studies

- Initiating structure
- Consideration
- Michigan Survey Research Centre
- Employee-oriented behaviour
- Production-oriented leader
Leadership: Contingency theories (p. 448-452)

The Fiedler Model

Effective groups depend on a proper match between a 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
- Define the situation
- Leader-member relations
- Task structure
- Position power
- Match the Leader LPC score with the Situation
Leadership: Contingency theories (p. 448-452)

Situational Leadership Theory

Follower focus: successful leadership depends on selecting the right
leadership style contingent on the followers’ readiness, or the extent to
which they are willing and able to accomplish a specific task.

- Unable and willing: display high task orientation

- Unable and unwilling: clear and specific directions and high relationship orientation
- Able and unwilling: supportive and participative style
- Able and willing: no need to do much
Leadership: Contingency theories (p. 448-452)

Path-Goal Theory
It is the leader’s job to assist followers in attaining their goals and to provide the
necessary direction and/or support to ensure that their goals are compatible with the
overall objectives of the group or organisation.

Whether a leader should be directive or supportive, or demonstrate some other

behaviour, depends on complex analysis of the situation. It predicts the following:
- Directive leadership yields greater satisfaction when tasks are ambiguous or stressful than
when they are highly structured and well laid out.
- Directive leadership is likely to be perceived as redundant among employees with high ability or
considerable experience.
- Supportive leadership results in high performance and satisfaction when employees are
performing structured tasks.
Leadership: Contingency theories (p. 448-452)

Leader-Participation Model

- The way in which the leader makes decisions is just as important as

what he/she decides
- Like path-goal theory, this theory says that leader behaviour must
adjust to reflect the task structure
- Provides a decision tree of seven contingencies and five leadership
styles for determining the form and amount of participation in
decision making
Leadership: Leader-Member Exchange Theory
(p. 452 – 453)
A theory that supports leaders’ creation of in-groups and out-groups.
Subordinates with in-group status will have higher performance
ratings, less turnover and greater job satisfaction.
Leadership: Contemporary theories (p. 454)
Charismatic Leadership
Followers make their own attributions of heroic or extraordinary leadership abilities when they observe
certain behaviours.
- Vision and articulation
- Personal risk
- Sensitivity to follower needs
- Unconventional behaviour
Leadership: Contemporary theories (p. 458 - 461)

Transformational Leadership
Leaders who inspire followers to transcend their own self-interest and who are capable of
having a profound and extraordinary effect on followers.

Transactional leader Transformational leader

Contingent reward Idealised influence

Management by exception (active) Inspirational motivation

Management by exception (passive) Intellectual stimulation

Laissez-faire Individualised consideration

Full range of leadership model (p. 459)
Idealised
influence
Inspirational
motivation
Intellectual
stimulation
Individualised
consideration
Contingent
reward
Management
by exception
Laissez-faire

ational
sform
Tran

s actional
Tran
Authentic Leadership: Ethics and Trust (p. 462 – 468)

Leaders who know who they are, know what they believe in and value
and act on those values and beliefs openly and candidly. Their
followers would consider them to be ethical people.

Ethics and Leadership (socialised charismatic leadership)

Servant Leadership
Trust and Leadership
Role of mentoring
Challenges to the Leadership Construct (p. 469 –
472)
Attribution theory of leadership
A leadership theory that says that leadership is merely an attribution that
people make about other individuals
Substitutes and neutralisers of leadership
Substitutes – attributes, such as experience and training, that can replace
the need for a leader’s support or ability to create structure
Neutralisers – attributes that make it impossible for leader behaviour to
make any differences to follower outcomes.
Online leadership
Identification–based trust: trust based on a mutual understanding of each
other’s intentions and appreciation of each other’s wants and desires
Finding and Creating Effective Leaders (p. 472)

Selecting leaders
- Personality
- Self-monitoring
- EQ
- Experience vs situation specific experience
- Succession planning
Training leaders
- High self-monitors vs low self-monitors
- What can and cannot be learnt
- Executive coaches
Implications for Managers (p. 473)

- Big Five Personality Traits

- Contingency theories – LPC
- Charismatic and Transformational Leadership
- Trust
- Selecting and development leadership qualities