Leaders and Power

From where do leaders get their power? Five sources have been identified
1. 2. 3. 4. 5. 15 Legitimate power Coercive power Reward power Expert power Referent power

Creating a Culture of Trust

1. 2. Trust is the belief in the integrity, character, and ability of a leader. Five dimensions make up the concept of Trust Integrity: honesty and truthfulness Competence: technical and interpersonal knowledge and skills Consistency: reliability, predictability, and good judgment in handling situations Loyalty: willingness to protect a person, physically and emotionally Openness: willingness to share ideas and information freely
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Creating a Culture of Trust

How should leaders seek to build trust?
Practice openness Be fair Speak your feelings Tell the truth Show consistency Fulfill your promises Maintain confidence Demonstrate competence
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Leadership and Gender

Do males and females Lead differently?
Yes, women tend to adopt a more democratic or participative style and a less autocratic or directive style than do men They lead through charisma, expertise, contacts, and interpersonal skills to influence others Women use transformational leadership

Leadership Styles and Cultures

Korean Leaders: expected to be paternalistic toward employees Chinese Leaders: respect others young or old Arab Leaders: who show kindness or generosity without being asked to do so are seen by other Arabs as weak Japanese Leaders: expected to be humble and speak infrequently Scandinavian and Dutch Leaders: who single out individuals with public praise are likely to embarrass those individuals rather than energize them Leadership theories have American bias
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Substitutes for Leadership

Characteristics of Subordinates
Ability, knowledge, experience, training Need for independence Professional orientation Indifference toward organizational rewards

Perhaps such subordinates will not require a leader. Leadership can be substituted if the subordinates are given extreme empowerment.
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Substitutes for Leadership

Nature/ Characteristics of Task
Clarity and routine Invariant methodology condition of own feedback concerning accomplishment

In such situation, leader may not be required.

Substitutes for Leadership

Characteristics of the Organization
Formalization Inflexible rules and procedures Highly specified and active advisory and staff functions Closely knit, cohesive work groups Organizational rewards not within the leaders control

In such organization, need for leader will be minimized. Leadership is not dependent on position especially in case of services.
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