Beruflich Dokumente
Kultur Dokumente
organizational behavior
stephen p. robbins
Chapter 12
OBJECTIVES LEARNING
122
O B J E C T I V E S (contd) LEARNING
123
Dimensions of Trust
Integrity honesty and truthfulness. Loyalty the willingness to protect and save face for another person. Openness reliance on the person to give you the full truth.
Competence
an individuals technical and interpersonal knowledge and skills.
Consistency
an individuals reliability, predictability, and good judgment in handling situations.
125
Leadership
126
E X H I B I T 122
Source: Gantz Wiley Research. Reproduced in USA Today, February 12, 2003, p. 7B.
127
129
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E X H I B I T 123 1212
1213
1214
Source: B. M. Bass, From Transactional to Transformational Leadership: Learning to Share the Vision, Organizational Dynamics, Winter 1990, p. 22. Reprinted by permission of the publisher. American Management Association, New York. All rights reserved. 2005 Prentice Hall Inc. All rights reserved.
E X H I B I T 124 1215
E X H I B I T 124 (contd) 2005 Prentice Hall Inc. All rights reserved. 1216
Self-management
Self-motivation Empathy Social skills
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Team Leadership Roles: Act as liaisons with external constituencies. Serve as troubleshooters. Managing conflict.
1218
E X H I B I T 125
Source: DILBERT reprinted by permission of United Features Syndicate, Inc.
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Ethical Leadership
Actions:
Work to positively change the attitudes and behaviors of employees. Engage in socially constructive behaviors.
1222
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 individuals verbal and written communications may not follow the same style. Writing skills will likely become an extension of interpersonal skills
2005 Prentice Hall Inc. All rights reserved. 1223
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Job
Highly structured task Provides its own feedback Intrinsically satisfying No effect on No effect on Substitutes for Substitutes for Substitutes for No effect on
Organization
Explicit formalized goals Rigid rules and procedures Cohesive work groups No effect on No effect on Substitutes for Substitutes for Substitutes for Substitutes for
Source: Based on S. Kerr and J. M. Jermier, Substitutes for Leadership: Their Meaning and Measurement, Organizational Behavior and Human Performance, December 1978, p. 378.
E X H I B I T 126 1225
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.
2005 Prentice Hall Inc. All rights reserved. 1226