Leadership &Trust

.
OBJECTIVES

Besides chapt.11 and 12 concepts,

you should also be able to :

1. Contrast leadership and management.

LEARNING

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.
 Leadership
The ability to positively influence people and systems to have a
meaningful impact and achieve results
 What Is Leadership?

ma na ge me nt
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members
Trust and Leadership

Leadership
Leadership

TRUST
TRUST
and
and
INTEGRITY
INTEGRITY
 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 Description

Drive Desire for achievement; ambition; high energy;

tenacity; initiative

Honesty and integrity Trustworthy; reliable; open

Leadership motivation Desire to exercise influence over others to reach

shared goals

Self-confidence Trust in own abilities

Cognitive ability Intelligence; ability to integrate and interpret large

amounts of information

Knowledge of the business Knowledge of industry, relevant technical matters

Creativity Originality

Flexibility Ability to adapt to needs of followers and

requirements of situation
-1
Charismatic Leadership
Key
KeyCharacteristics:
Characteristics:
1.1. Vision
Visionand
and
articulation
articulation
2.2. Personal
Personalrisk
risk
3.3. Environmental
Environmental
sensitivity
sensitivity
4.4. Sensitivity
Sensitivityto
to
follower
followerneeds
needs
5.5. Unconventional
Unconventional
behavior
behavior
 Path-Goal Theory

Leader’s style Contingency factors Perception that

(instrumental, (characteristics the leader is
supportive, of subordinates, being helpful
participative, work environments) (e.g., eliminating
achievement- obstacles)
oriented)

Motivation and
job satisfaction
are enhanced
 Situational Leadership Theory: Its
Basic Dimensions
High
(unwilling
to do job) Participating works best Selling works best
(followers are able to (followers are neither
(amount of support required)

do the job but require willing nor able to do

Relationship Behavior

emotional support) the job)

Delegating works best Telling works best

(followers)are willing to (followers are willing
do the job, and know to do the job, but don’t
how to go about it) know how to do it)

Low
(willing
to do job)
Low Task Behavior (amount of guidance required) High
(able to do job) (unable to do job)
.
Hersey and Blanchard’s Situational
Leadership Theory

e ss
n gn
illi
w
nd
y a
ilit
: ab
e ss
d in
r ea
e r
w
llo
Fo
Leader: decreasing need for support and supervision
 The Managerial Grid
High
1,9 pattern 9 9,9 pattern
“Country club” Team management-
management 8 the ideal style
Concern for People

6
5,5 pattern
5 Middle-of-the-road
management
4

3
1,1 pattern
Impoverished 2
9,1 pattern
management
1 Task management
Low
1 2 3 4 5 6 7 8 9
Low Concern for Production High

Fig. 8-1
Transactional and Transformational
Leadership

• Contingent Reward • Charisma

• Management by • Inspiration
Exception (active)
• Intellectual Stimulation
• Management by
• Individual
Exception (passive)
Consideration
• Laissez-Faire
Emotional Intelligence and
Leadership Effectiveness

Elements
Elementsof ofEmotional
Emotional
Intelligence
Intelligence: :
••Self-awareness
Self-awareness
••Self-management
Self-management
••Self-motivation
Self-motivation
••Empathy
Empathy
••Social
Socialskills
skills
 Guidelines for Becoming a
Transformational Leader (cont’d)
Suggestion
Build confidence by recognizing small
accomplishments toward the goal.
Celebrate successes and
accomplishments.
Take dramatic action to symbolize key
organizational values.
Set an example; actions speak louder
than words.
Explanation
If a group experiences early success, it will
be motivated to continue working hard.
Formal or informal ceremonies are useful for
celebrating success, thereby building
optimism and commitment.
Visions are reinforced by things leaders do
to symbolize them. For example, one leader
demonstrated concern for quality by
destroying work that was not up to
standards.
Leaders serve as role models. If they want
followers to make sacrifices, for example,
they should do so themselves.
 Guidelines for Becoming a
Transformational Leader
Suggestion Explanation

Develop a vision that is both A clear vision will guide followers toward
clear and highly appealing to followers. achieving organizational goals and make them
feel good about doing so.

Articulate a strategy for bringing that Don’t present an elaborate plan; rather, state
vision to life. the best path toward achieving the mission.

State your vision clearly and promote Visions must not only be clear but made
it to others. compelling, such as by using anecdotes.

Show confidence and optimism about If a leader lacks confidence about success,
your vision. followers will not try very hard to achieve that
vision

Express confidence in followers’ Followers must believe that they are capable
capacity to carry out the strategy. of implementing a leader’s vision. Leaders
should build followers’ self-confidence.

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 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
Low LPC High LPC Low LPC
leaders leaders leaders
High
are highly are highly are highly
effective effective effective
under low under under
Leader Effectiveness
(group performance)

situational moderate high

control situational situational
control control

Low LPC
(concern for
people)

High LPC
(concern for
production)
Low
Low Moderate High
Situational Control