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T E N T H E D I T I O N
CONFIDENTIAL
OBJECTIVES
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
12–2
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O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
12–3
CONFIDENTIAL
Trust: The Foundation of Leadership
EXHIBIT 12-1
12–4
CONFIDENTIAL
Trust and Leadership
Leadership
TRUST
and
INTEGRITY
12–5
CONFIDENTIAL
Three Types of Trust
12–6
CONFIDENTIAL
Leaders as Shapers of Meaning: Framing
Issues
12–7
CONFIDENTIAL
Charismatic Leadership
Key Characteristics:
1. Vision and
articulation
2. Personal risk
3. Environmental
sensitivity
4. Sensitivity to
follower needs
5. Unconventional
behavior
12–8
CONFIDENTIAL
Key Characteristics of Charismatic Leaders
EXHIBIT 12-2
12–9
CONFIDENTIAL
Transactional and Transformational Leadership
12–10
CONFIDENTIAL
Characteristics of Transactional Leaders
EXHIBIT 12-3a
12–11
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Characteristics of Transformational Leaders
EXHIBIT 12-3b
12–12
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Visionary Leadership
Qualities of a Vision:
• Inspiration that is value-
centered
• Is realizable
• Evokes superior imagery
• Well-articulated
12–13
CONFIDENTIAL
Qualities of a Visionary Leader
12–14
CONFIDENTIAL
Emotional Intelligence and Leadership
Effectiveness
Elements of Emotional
Intelligence:
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills
12–15
CONFIDENTIAL
Contemporary Leadership Roles: Providing
Team Leadership
12–16
CONFIDENTIAL
Contemporary Leadership Roles: Mentoring
Mentoring Activities:
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance
12–17
CONFIDENTIAL
Contemporary Leadership Roles:
Self-Leadership
12–18
CONFIDENTIAL
Moral Leadership
Actions:
• Work to positively change the
attitudes and behaviors of
employees.
• Engage in socially constructive
behaviors.
• Do not abuse power or use
improper means to attain goals.
12–19
CONFIDENTIAL
Leadership as an Attribution
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 a
leader.
12–20
CONFIDENTIAL
Substitutes and Neutralizers for Leadership
EXHIBIT 12-5
12–21
CONFIDENTIAL
Finding 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.
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.
12–22
CONFIDENTIAL