©Prentice Hall, 2001Chapter 111 Leadership and Trust.

©Prentice Hall, 2001 Chapter 11 1

Leadership and Leadership and TrustTrust


Learning OutcomesLearning Outcomes

• Define the term leader

• Compare leaders and managers

• Review the trait theories of leadership

• Describe the Fiedler contingency model

• Summarize the path-goal leadership theory


Learning OutcomesLearning Outcomes

• Explain situational leadership

• Discuss the qualities of charismatic leaders

• Describe the skills of visionary leaders

• Explain the roles of effective team leaders

• Identify the five dimensions of trust


What Is Leadership?What Is Leadership?

• A definition of management

• A definition of leadership

• Formal and informal leaders

• Leadership and management


Trait Theories of LeadershipTrait Theories of Leadership

AmbitionAmbitionand Energyand Energy

DesireDesireto Leadto Lead

Self-Self-ConfidenceConfidence

HonestyHonestyand Integrityand Integrity

IntelligenceIntelligence Job-RelevantJob-RelevantKnowledgeKnowledge


Continuum of Leader BehaviorContinuum of Leader BehaviorManager

makes decision

Managersells decision

Managerpresents ideas

Manager presents tentative decision

Manager presents problem

Manager sets decision limits

Employees make decision

Autocratic

Laissez-faire

Consultative

Participative

Democratic

Bo

ss-C

ente

red

Lea

der

ship

Em

plo

yee-Cen

tered L

eadersh

ip


Formal Studies Formal Studies of Behavioral Stylesof Behavioral Styles

Ohio State Ohio State Initiating StructureInitiating Structure

ConsiderationConsideration

Employee-OrientationEmployee-Orientation

Production-OrientationProduction-Orientation

University ofUniversity ofMichiganMichigan


The Managerial Grid1

2

3

4

5

6

7

8

9

1

2

3

4

5

6

7

8

9 1 2 3 4 1 2 3 4 5 6 7 8 9 5 6 7 8 9

Co

nce

rn f

or

Peo

ple

Co

nce

rn f

or

Peo

ple

Concern for ProductionConcern for Production

(1,9)(1,9)

(1,1)(1,1)

(5,5)(5,5)

(9,9)(9,9)

(9,1)(9,1)


Fiedler’s LPC ScaleFiedler’s LPC Scale

PleasantPleasantFriendlyFriendly

RejectingRejectingHelpfulHelpful

UnenthusiasticUnenthusiasticTenseTense

DistantDistantColdCold

CooperativeCooperativeSupportiveSupportive

BoringBoringQuarrelsomeQuarrelsomeSelf-assuredSelf-assured

EfficientEfficientGloomyGloomy

OpenOpen

UnpleasantUnpleasantUnfriendlyUnfriendlyAcceptingAcceptingFrustratingFrustratingEnthusiasticEnthusiasticRelaxedRelaxedCloseCloseWarmWarmUncooperativeUncooperativeHostileHostileInterestingInterestingHarmoniousHarmoniousHesitantHesitantInefficientInefficientCheerfulCheerfulGuardedGuarded

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8 7 6 5 4 3 2 1

©Prentice Hall, 2001

Findings of the Fiedler ModelFindings of the Fiedler Model

• Category• Leader-Member Relations• Task Structure• Position Power

• Category• Leader-Member Relations• Task Structure• Position Power

I

Good

HighStrong

II

Good

HighWeak

III

Good

LowStrong

IV

Good

HighWeak

V

Poor

HighStrong

VI

Poor

HighWeak

VII

Poor

LowStrong

VIII

Poor

LowWeak

High

Low

Per

form

ance

People-Oriented

Task-Oriented

Favorable Moderate Unfavorable


The Path-Goal Theory

Environmental Environmental Situational FactorsSituational Factors

OutcomesOutcomesLeaderLeaderBehaviorBehavior

Subordinate Subordinate Situational FactorsSituational Factors


1 2 3 4 5

Increased Employee InvolvementIncreased Employee Involvement

Increased Leader ControlIncreased Leader Control

Employee Involvement ContinuumEmployee Involvement Continuum

Leader Participation ModelLeader Participation Model


Contingency Variables in the Contingency Variables in the Revised Leader-Participation Revised Leader-Participation

ModelModelQuality

Requirement

ProblemStructure

EmployeeConflict

GeographicDispersion

CommitmentRequirement

CommitmentProbability

EmployeeInformation

MotivationTime

LeaderInformation

Goal Congruence

TimeConstraint

MotivationDevelopment


Participating Selling

Delegating Telling

The Situational Leadership ModelThe Situational Leadership Model

Style of Leader

High task andhigh relationship

High relationshipand low task

Low relationshipand low task

High task andlow relationship

Task Behavior

Rel

atio

nsh

ipB

ehav

ior

Able andwilling

Unable andunwilling

R4

Able andunwilling

R3

Unable andWilling

R2 R1

High Moderate Low

S3 S2

S4 S1


Charismatic LeadershipCharismatic Leadership

• Self-confidence

• Vision and articulation

• Strong convictions

• Extraordinary behavior

• Image as a change agent

• Environmental sensitivity


ExtendExtendthe Visionthe Vision

ExplainExplainthe Visionthe Vision

ExpressExpressthe Visionthe Vision

Visionary Visionary LeadershipLeadership


LeadershipStyles

Motivationversus

Inspiration

TransformationalLeaders

TransactionalLeaders


Team LeaderTeam LeaderRolesRoles

ConflictConflictManagersManagers

Trouble-Trouble-ShootersShooters

CoachesCoaches LiaisonsLiaisons


LeadershipLeadershipIssuesIssues

LeadershipLeadershipIssuesIssues

SubstitutesSubstitutesfor Leadershipfor Leadership

SubstitutesSubstitutesfor Leadershipfor Leadership

NationalNationalCulture andCulture andLeadershipLeadership

NationalNationalCulture andCulture andLeadershipLeadership


What Is Trust?What Is Trust?

• Integrity

• Competence

• Consistency

• Loyalty

• Openness


Deterrence-Deterrence-BasedBased

Knowledge-Knowledge-BasedBased

Identification-Identification-BasedBased

Three Types of TrustThree Types of Trust

©Prentice Hall, 2001Chapter 111 Leadership and Trust.

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Transcript of ©Prentice Hall, 2001Chapter 111 Leadership and Trust.