Contemporary Issues in

Leadership
Bill Clinton
Rudolph Gjulianin
FM Romel
 Trust, The Foundation of Leadership

• Trust. Trust is a positive expectation that

another will not- through words, actions or
decisions- act opportunistically.
• Positive Expectation. Knowledge and
familiarity about the other party.
• Opportunistically. Risk and vulnerability in any
trusting relationship.
 Dimensions of Trust
• Integrity. Honesty and truthfulness. Most important.
Without integrity other dimensions are worthless
• Competence. Individuals technical and interpersonal
knowledge and skills.
• Consistency. Individuals reliability, predictability, and
good judgement in handling situations. Words and
action.
• Loyalty. Willingness to protect and save face for
another person.
• Openness. Express full truth.
 Trust and Leadership
• Primary attribute associated with leadership.
• Impossible to lead people who do not trust you.
• Managers work with people and solve problems.
• Trusting followers are willing to be vulnerable to
the leader’s actions.
• Managerial and leadership effectiveness depends
on the ability to gain the trust of leaders.
 Three Types of Trust
• Deterrence-based Trust. Fragile relationship. Trust
based on fear of reprisal if the trust is violated. Will
only work if punishment is possible, consequence are
clear, and punishment is imposed if trust is violated.
• Knowledge based-Trust. Most organizational
relationship are based on this. Knowledge of the other
party and Predictability of behaviour.
• Identification-based Trust. Highest level trust achieved
when emotional connection exists. Understands each
others intensions, wants and desires.
 Emotional Intelligence(EI/EQ)
Components of EI
 Self-awareness: confidence, assessment, sense of humour
 Self-management: trustworthiness, integrity, openness to
change
 Self-motivation: drive to achieve, optimism, org commitment
 Empathy: ability to build and retain talent, cultural sensitivity,
 Social skills: ability to lead change, persuasiveness, building
and leading teams.
Without EI outstanding training, highly analytical mind, long
term vision, terrific ideas will not make a leader
 Team Leadership
• Responsibilities: Coaching, facilitating, handling
disciplinary problems, reviewing team/individual
performance, training, and communications.
• Roles:
– Team leaders are liaisons with external constituencies
– Team leaders are trouble shooters
– Team leaders are conflict managers
– Team leaders are coaches
 Self- Leadership
How do leaders create self-leaders
• Model self-leadership: self observation, setting
challenging personal goals, self-direction, self
reinforcement.
• Encourage employees to create self-set goals
• Encourage use of self-reward to strengthen and increase
desirable behaviour
• Create positive thought patterns
• Create a climate of self-leadership
• Encourage self-criticism
Moral Leadership
 Finding and Creating Effective Leader

• Selection. Testing/ interviewing

• Training.
– Teach implementation skills
– Understand themes critical to effective vision
– Teach skills such as trust-building and mentoring
– Teach situational analysis skills
– Learn how to evaluate and modify situations
– Understand which leader behaviour is most
effective in given situation