eleventh editi

on

organizational behav
ior

stephen p. robbins
 Chapter 12

Contemporary
Issues in
Leadership

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint
PowerPoint Presentation
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by Charlie
Charlie Cook
Cook
 After studying this chapter,
OBJECTIVES

you should be able to:

1. Identify the five dimensions of trust.

2. Define the qualities of a charismatic leader.
LEARNING

3. Contrast transformational with transactional

leadership.
4. Explain how framing influences leadership
effectiveness.
5. Identify four roles that team leaders perform.
6. Explain the role of a mentor.

© 2005 Prentice Hall Inc.

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 After studying this chapter,
O B J E C T I V E S (cont’d)

you should be able to:

7. Describe how on-line leadership differs from

face-to-face leadership.
8. Identify when leadership may not be
necessary.
9. Explain how to find and create effective
LEARNING

leaders.

© 2005 Prentice Hall Inc.

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Trust:
Trust: The
The Foundation
Foundation of
of Leadership
Leadership

Trust
A positive expectation that
another will not—through
words, actions, or
decisions—act
opportunistically.
Trust is a history-
dependent process
(familiarity) based on
relevant but limited
samples of experience
(risk).
© 2005 Prentice Hall Inc. E X H I B I T 12–1
E X H I B I T 12–1
All rights reserved. 12–5
Dimensions
Dimensions of
of Trust
Trust
 Integrity  Loyalty
– honesty and truthfulness. – the willingness to protect
and save face for another
 Competence
person.
– an individual’s technical
 Openness
and interpersonal
knowledge and skills. – reliance on the person to
give you the full truth.
 Consistency
– an individual’s reliability,
predictability, and good
judgment in handling
situations.

© 2005 Prentice Hall Inc.

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Trust
Trust and
and Leadership
Leadership

Leadership
Leadership

TRUST
TRUST
and
and
INTEGRITY
INTEGRITY

© 2005 Prentice Hall Inc.

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 Employees’
Employees’Trust
Trust in
in Their
Their CEOs
CEOs
Employees who believe in senior management:

© 2005 Prentice Hall Inc. E X H I B I T 12–2

E X H I B I T 12–2
All rights reserved.
Source: Gantz Wiley Research. Reproduced in USA Today, February 12, 2003, p. 7B.
12–8
Three
Three Types
Types of
of Trust
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 each
other’s intentions and appreciation of the other’s
©wants and desires.
2005 Prentice Hall Inc.
All rights reserved. 12–9
Basic
Basic Principles
Principles of
of Trust
Trust
 Mistrust drives out trust.
 Trust begets trust.
 Growth often masks mistrust.
 Decline or downsizing tests the highest levels of
trust.
 Trust increases cohesion.
 Mistrusting groups self-destruct.
 Mistrust generally reduces productivity.

© 2005 Prentice Hall Inc. 12–

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Framing:
Framing: Using
Using Words
Words to
to Shape
Shape Meaning
Meaning and
and
Inspire
Inspire Others
Others

Framing
A way to use language to
manage meaning.

Leaders
Leadersuse
useframing
framing
(selectively
(selectivelyincluding
including
or
orexcluding
excludingfacts)
facts)to
to
influence
influencehow
howothers
others
see
seeand
andinterpret
interpret
reality.
reality.

© 2005 Prentice Hall Inc. 12–

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Inspirational
InspirationalApproaches
Approaches to
to Leadership
Leadership

Charismatic Leadership Theory

Followers make attributions of heroic or
extraordinary leadership abilities when they observe
certain behaviors.

Charismatics
CharismaticsInfluence
InfluenceFollowers
FollowersBy:
By:
1.1. Articulating
Articulatingthe
thevision
vision
2.2. Setting
Settinghigh
highperformance
performanceexpectations
expectations
3.3. Conveying
Conveyingaanew
newset
setof
ofvalues
values
4.4. Making
Making personal
personalsacrifices
sacrifices
© 2005 Prentice Hall Inc. 12–
All rights reserved. 12
 Key
Key Characteristics
Characteristics of
of Charismatic
Charismatic Leaders
Leaders

1. Vision and articulation. Has a vision—expressed as an

idealized goal—that proposes a future better than the status
quo; and is able to clarify the importance of the vision in
terms that are understandable to others.
2. Personal risk. Willing to take on high personal risk, incur
high costs and engage in self-sacrifice to achieve the vision.
3. Environmental sensitivity. Able to make realistic
assessments of the environmental constraints and resources
needed to bring about change.
4. Sensitivity to follower needs. Perceptive of others’ abilities
and responsive to their needs and feelings.
5. Unconventional behavior. Engages in behaviors that are
perceived as novel and counter to norms.

© 2005 Prentice Hall Inc.

Source: Based on J. A. Conger and R. N. Kanungo, Charismatic
12–
E X H I B I T 12–3
E X H I B I T 12–3
All rights reserved.
Leadership in Organizations (Thousand Oaks, CA: Sage, 1998), p. 94.
13
Beyond
Beyond Charismatic
Charismatic Leadership
Leadership
 Level 5 Leaders
– Possess a fifth dimension—a paradoxical blend of
personal humility and professional will—in addition to
the four basic leadership qualities of individual
capability, team skills, managerial competence, and the
ability to stimulate others to high performance.
– Channel their ego needs away from themselves and
into the goal of building a great company.

© 2005 Prentice Hall Inc. 12–

All rights reserved. 14
Transactional
Transactional and
and Transformational
Transformational Leadership
Leadership
Transactional Leaders
• Contingent Reward
Leaders who guide or • Management by
motivate their followers in Exception (active)
the direction of established • Management by
goals by clarifying role and Exception (passive)

task requirements. • Laissez-Faire

Transformational Leaders • Charisma

Leaders who provide • Inspiration

individualized consideration • Intellectual Stimulation
and intellectual stimulation, • Individual Consideration
©and
2005who possess
Prentice Hallcharisma.
Inc. 12–
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 Characteristics
Characteristics of
of Transactional
Transactional Leaders
Leaders

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.

Management by Exception (passive): Intervenes

only if standards are not met.

Laissez-Faire: Abdicates responsibilities, avoids

making decisions.

© 2005 Prentice Hall Inc.

Source: B. M. Bass, “From Transactional to Transformational Leadership: Learning to
Share the Vision,” Organizational Dynamics, Winter 1990, p. 22. Reprinted by permission
12–
E X H I B I T 12–4
E X H I B I T 12–4
All rights reserved.
of the publisher. American Management Association, New York. All rights reserved.
16
Characteristics
Characteristics of
of Transformational
Transformational Leaders
Leaders

Charisma: Provides vision and sense of mission, instills

pride, gains respect and trust.

Inspiration: Communicates high expectations, uses

symbols to focus efforts, expresses important purposes in
simple ways.

Intellectual Stimulation: Promotes intelligence,

rationality, and careful problem solving.

Individualized Consideration: Gives personal

attention, treats each employee individually, coaches,
advises.

© 2005 Prentice Hall Inc. 12–

E X H I B I T 12–4 (cont’d)
E X H I B I T 12–4 (cont’d)
All rights reserved. 17
Emotional
Emotional Intelligence
Intelligence and
and Leadership
Leadership
Effectiveness
Effectiveness

Elements
Elementsof ofEmotional
Emotional
Intelligence
Intelligence: :
••Self-awareness
Self-awareness
••Self-management
Self-management
••Self-motivation
Self-motivation
••Empathy
Empathy
••Social
Socialskills
skills
© 2005 Prentice Hall Inc. 12–
All rights reserved. 18
Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Providing
Providing
Team
Team Leadership
Leadership

Team
TeamLeadership
LeadershipRoles
Roles: :
•• Act
Actas
asliaisons
liaisonswith
with
external
externalconstituencies.
constituencies.
•• Serve
Serveas
astroubleshooters.
troubleshooters.
•• Managing
Managingconflict.
conflict.
•• Coaching
Coachingto
toimprove
improveteam
team
member
memberperformance
performance
© 2005 Prentice Hall Inc. 12–
All rights reserved. 19
© 2005 Prentice Hall Inc. 12–
E X H I B I T 12–5
E X H I B I T 12–5
Source: DILBERT reprinted by permission of United Features Syndicate, Inc.
All rights reserved. 20
Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Mentoring
Mentoring

Mentor
Mentoring
MentoringActivities
Activities: :
A senior employee who
sponsors and supports a •• Present
Presentideas
ideasclearly
clearly
less-experienced •• Listen
employee (a protégé). Listenwell
well
•• Empathize
Empathize
•• Share
Shareexperiences
experiences
•• Act
Actas
asrole
rolemodel
model
•• Share
Sharecontacts
contacts
•• Provide
Providepolitical
political
guidance
guidance
© 2005 Prentice Hall Inc. 12–
All rights reserved. 21
Contemporary
Contemporary Leadership
Leadership Roles:
Roles:
Self-Leadership
Self-Leadership

Self-Leadership
Creating
Creatingself
selfleaders
leaders: :
A set of processes
• • Model
Modelself-leadership.
self-leadership.
through which
• • Encourage
Encourageemployees
employeesto
individuals control create
to
createself-set
self-setgoals.
goals.
their own behavior.
• • Encourage
Encouragethetheuse
useof ofself-
self-
rewards.
rewards.
• • Create
Createpositive
positivethought
thought
patterns.
patterns.
• • Create
Createaaclimate
climateofofself-
self-
leadership.
leadership.
• • Encourage
Encourageself-criticism.
self-criticism.
© 2005 Prentice Hall Inc. 12–
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Ethical
Ethical Leadership
Leadership

Actions
Actions::
•• Work
Workto topositively
positivelychange
changethethe
attitudes
attitudesandandbehaviors
behaviorsof of
employees.
employees.
•• Engage
Engagein insocially
sociallyconstructive
constructive
behaviors.
behaviors.
•• Do
Donot
notabuse
abusepower
poweror oruse
use
improper
impropermeans
meansto toattain
attaingoals.
goals.

© 2005 Prentice Hall Inc. 12–

All rights reserved. 23
Online
Online Leadership
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
© 2005 Prentice Hall Inc. 12–
All rights reserved. 24
Challenges
Challenges to
to the
the Leadership
Leadership Construct
Construct

Attribution Theory of Leadership

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

Qualities
Qualitiesattributed
attributedto
toleaders
leaders: :
• • Leaders
Leadersareareintelligent,
intelligent,outgoing,
outgoing,have
havestrong
strongverbal
verbal
skills,
skills,are
areaggressive,
aggressive,understanding,
understanding,and
andindustrious.
industrious.
• • Effective
Effectiveleaders
leadersare
areperceived
perceivedas
asconsistent
consistentand
and
unwavering in their decisions.
unwavering in their decisions.
• • Effective
Effectiveleaders
leadersproject
projectthe
theappearance
appearanceofofbeing
beingaa
leader.
leader.
© 2005 Prentice Hall Inc. 12–
All rights reserved. 25
 Substitutes
Substitutes and
and Neutralizers
Neutralizers for
for Leadership
Leadership
Relationship- Task-
Oriented Oriented
Defining Characteristics Leadership Leadership

Individual
Experience/training No effect on Substitutes for
Professionalism Substitutes for Substitutes for
Indifference to rewards Neutralizes Neutralizes
Job
Highly structured task No effect on Substitutes for
Provides its own feedback No effect on Substitutes for
Intrinsically satisfying Substitutes for No effect on
Organization
Explicit formalized goals No effect on Substitutes for
Rigid rules and procedures No effect on Substitutes for
Cohesive work groups Substitutes for Substitutes for

© 2005 Prentice Hall Inc.

Source: Based on S. Kerr and J. M. Jermier, “Substitutes for Leadership: Their Meaning and
12–
E X H I B I T 12–6
E X H I B I T 12–6
All rights reserved.
Measurement,” Organizational Behavior and Human Performance, December 1978, p. 378.
26
Finding
Finding and
and Creating
Creating Effective
Effective Leaders
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.
© 2005 Prentice Hall Inc. 12–
All rights reserved. 27