Copy of robbins ob13 ins_ppt13

Bob StretchSouthwestern College

Robbins & Judge

Organizational Behavior13th Edition

Contemporary Issues in LeadershipContemporary Issues in Leadership

13-1© 2009 Prentice-Hall Inc. All rights reserved.

Chapter Learning ObjectivesChapter Learning Objectives After studying this chapter, you should be able to:

– Show how framing influences leadership effectiveness.– Define charismatic leadership and show how it influences

followers.– Contrast transformational with transactional leadership and discuss

how transformational leadership works.– Define authentic leadership and show why ethics and trust are vital

to effective leadership.– Identify the three types of trust.– Demonstrate the importance of mentoring, self-leadership, and

virtual leadership to our understanding of leadership.– Identify when leadership may not be necessary.– Explain how to find and create effective leaders.– Assess whether charismatic and transformational leadership

generalizes across cultures.

© 2009 Prentice-Hall Inc. All rights reserved. 13-2

Inspirational Approaches to LeadershipInspirational Approaches to Leadership

The focus is leader as communicator

Framing:– A way of communicating that shapes

meaning

– Selective highlighting of facts and events

– Ignored in traditional leadership studies

Two contemporary leadership theories: – Charismatic Leadership

– Transformational Leadership© 2009 Prentice-Hall Inc. All rights reserved. 13-3

Charismatic LeadershipCharismatic Leadership

House’s Charismatic Leadership Theory:– Followers make attributions of heroic or extraordinary

leadership abilities when they observe certain behaviors

Four characteristics of charismatic leaders:– Have a vision

– Are willing to take personal risks to achieve the vision

– Are sensitive to follower needs

– Exhibit behaviors that are out of the ordinary

Traits and personality are related to charisma People can be trained to exhibit charismatic behaviors


E X H I B I T 13-1E X H I B I T 13-1

How Charismatic Leaders Influence FollowersHow Charismatic Leaders Influence Followers A four-step process:

1. Leader articulates an attractive vision

• Vision Statement: A formal, long-term strategy to attain goals

• Links past, present, and future

1. Leader communicates high performance expectations and confidence in follower ability

2. Leader conveys a new set of values by setting an example

3. Leader engages in emotion-inducing and often unconventional behavior to demonstrate convictions about the vision


Charismatic Leadership IssuesCharismatic Leadership Issues

Importance of vision– Must be inspirational, value-centered, realizable, and given

with superior imagery and articulation

Charismatic effectiveness and situation– Charisma works best when:

• The follower’s task has an ideological component

• There is a lot of stress and uncertainty in the environment

• The leader is at the upper level of the organization

• Followers have low self-esteem and self-worth

Dark Side of Charisma– Ego-driven charismatics allow their self-interest and

personal goals to override the organization’s goals


Beyond Charisma: Level-5 LeadersBeyond Charisma: Level-5 Leaders

Very effective leaders who possess the four typical leadership traits – Individual competency

– Team skills

– Managerial competence

– Ability to stimulate others to high performance

Plus one critical new trait… – A blend of personal humility and professional will

– Personal ego needs are focused toward building a great company

– Take responsibility for failures and give credit to others for successes


Transactional & Transformational LeadershipTransactional & Transformational Leadership

Transactional Leaders– Leaders who guide or motivate their followers in the

direction of established goals by clarifying role and task requirements

Transformational Leaders– Inspire followers to transcend their own self-interests for the

good of the organization; they can have a profound and extraordinary effect on followers

Not opposing, but complementary, approaches to leadership– Great transformational leaders must also be transactional;

only one type is not enough for success


Characteristics of the Two Types of LeadersCharacteristics of the Two Types of Leaders

Transactional Contingent Reward:

– Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments

Management by Exception:– Active: Watches and searches

for deviations from rules and standards, takes corrective action

– Passive: Intervenes only if standards are not met

Laissez-Faire: – Abdicates responsibilities,

avoids making decisions

Transformational

Idealized Influence: – Provides vision and sense of

mission, instills pride, gains respect and trust

Inspiration:– Communicates high expectations,

uses symbols to focus efforts, expresses important issues simply

Intellectual Stimulation:– Promotes intelligence, rationality,

and problem solving Individualized Consideration:

– Gives personal attention, coaches, advises


E X H I B I T 13-2E X H I B I T 13-2

Full Range of Leadership ModelFull Range of Leadership Model

Leadership styles listed from passive to very active

Note the ineffective styles are mostly transactional

It is all about influencing followers


E X H I B I T 13-3E X H I B I T 13-3

Issues with Transformational LeadershipIssues with Transformational Leadership

Basis for Action:– Transformational leadership works by encouraging followers

to be more innovative and creative and by providing ambitious goals

Evaluation Based on the Research:– This theory does show high correlations with desired

outcomes

– This style of leadership can be taught

Transformational vs. Charismatic Leadership:– Similar concepts, but transformational leadership may be

considered a broader concept than charisma.

– Instrument-based testing shows the measures to be roughly equivalent


Authentic Leadership: Ethics and TrustAuthentic Leadership: Ethics and Trust

Authentic Leaders:– Ethical people who know who they are, know what they

believe in and value, and act on those values and beliefs openly and candidly

– Primary quality is trust

Build trust by:– Sharing information

– Encouraging open communication

– Sticking to their ideals

Still a new topic; needs more research


Ethics, Trust, and LeadershipEthics, Trust, and Leadership

Ethics touch on many leadership styles– As the moral leaders of organizations, CEOs must

demonstrate high ethical standards

– Socialized charismatic leadership: leaders who model ethical behaviors

Trust:– The positive expectation that another person will not act

opportunistically

– Composed of a blend of familiarity and willingness to take a risk

– Five key dimensions: integrity, competence, consistency, loyalty, and openness


E X H I B I T 13-4E X H I B I T 13-4

Five Key Dimensions of TrustFive Key Dimensions of Trust


Integrity– Honesty and truthfulness

Competence– An individual’s technical and interpersonal

knowledge and skills Consistency

– An individual’s reliability, predictability, and good judgment in handling situations

Loyalty– The willingness to protect and save face for

another person Openness

– Reliance on the person to give you the full truth

Three Types of TrustThree Types of Trust


Deterrence-based Trust– Trust based on fear of reprisal if the

trust is violated

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 one another’s intentions and appreciation of the other’s wants and desires

Basic Principles of TrustBasic Principles of Trust

Mistrust drives out trust

Trust begets trust

Trust can be regained

Mistrusting groups self-destruct

Mistrust generally reduces productivity


Contemporary Leadership Roles: MentoringContemporary Leadership Roles: Mentoring

Mentor:– A senior employee who sponsors and supports a less-

experienced employee (a protégé)

– Good teachers present ideas clearly, listen, and empathize

– Two functions: • Career

– Coaching, assisting, sponsoring

• Psychosocial

– Counseling, sharing, acting as a role model

– Can be formal or informal

– Mentors tend to select protégés who are similar to them in background: may restrict minorities and women


Contemporary Leadership Roles: Self-LeadershipContemporary Leadership Roles: Self-Leadership

Self-Leadership– A set of processes through which individuals

control their own behavior

– Effective leaders (superleaders) help followers to lead themselves

– Important in self-managed teams

To engage in self-leadership:1. Make a mental chart of your peers and

colleagues

2. Focus on influence and not on control

3. Create opportunities; do not wait for them


Contemporary Leadership Roles: Online LeadershipContemporary Leadership Roles: Online Leadership

Leadership at a Distance: Building Trust

– The lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions.

– There is no supporting context to assist the receiver with interpretation of an electronic communication.

– The structure and tone of electronic messages can strongly affect the response of receivers.

– An individual’s verbal and written communications may not follow the same style.

– Writing skills will likely become an extension of interpersonal skills.


A Challenge to the Leadership ConstructA Challenge to the Leadership Construct

Attribution Theory of Leadership

– The idea that leadership is merely an attribution that people make about other individuals

– Qualities attributed to leaders:• Leaders are intelligent, outgoing, have strong verbal skills, are

aggressive, understanding, and industrious.

• Effective leaders are perceived as consistent and unwavering in their decisions.

• Effective leaders project the appearance of being leaders.


Another Challenge to the Leadership ConstructAnother Challenge to the Leadership Construct

Substitutes and Neutralizers for Leadership


Relationship- Task-oriented oriented

Defining Characteristics Leadership Leadership Individual

Experience/training No effect on Substitutes forProfessionalism Substitutes for Substitutes forIndifference to rewards Neutralizes Neutralizes

Job

Highly structured task No effect on Substitutes forProvides its own feedback No effect on Substitutes forIntrinsically satisfying Substitutes for No effect on

Organization

Explicit formalized goals No effect on Substitutes forRigid rules and procedures No effect on Substitutes forCohesive work groups Substitutes for Substitutes for

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E X H I B I T 13-5E X H I B I T 13-5

Finding and Creating Effective LeadersFinding 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

– Keep a list of potential candidates Training

– Recognize that 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


Global ImplicationsGlobal Implications

Certain types of leadership behaviors work better in some cultures than in others

Charismatic/Transformational Leadership– Seems to work across cultures

– May be an “universal” aspect of leadership in its focus on:• Vision and foresight

• Providing encouragement

• Trustworthiness

• Dynamic, positive, and proactive traits

Globalization may be the cause of these common concerns – we may be able to train a “universal” manager, if that person is culturally sensitive!


Summary and Managerial ImplicationsSummary and Managerial Implications

Companies are looking for transformational leaders – even if they only “look the part”

Transformational style crosses borders reasonably well

Effective managers must build trust with those they lead

Leadership selection and training are important to long-term success


All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any

means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the

United States of America.

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

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