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Contemporary Issues In Leadership

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Title: Contemporary Issues In Leadership


1
Chapter 13
  • Contemporary Issues In Leadership

2
Contemporary Issues In Leadership
  • Framing Using Words to Shape Meaning and Inspire
    Others
  • Framing the use of language to manage meaning
  • Through framing leaders determine whether pepoe
    notice problems, how they understand and remember
    problems, and how they react to problems

3
Contemporary Issues In Leadership
  • Inspirational approaches to Leadership
  • Charismatic Leadership
  • Max Weber (1950s) a certain quality of an
    individual personality, by virtue o which he or
    she is set apart frm ordinary people and treated
    as endowed with supernaturally, superhuman, or at
    least specifically exceptional powers or
    qualities. These are not accessible to the
    ordinary personal but are regarded as of divine
    origin or exemplary, and on the basis of them the
    individual concerned is treated as a leader.

4
Contemporary Issues In Leadership
  • Inspirational approaches to Leadership (cont)
  • Robert House Charismatic Leadership Theory
  • Followers make attributions of heriod or
    extraordinary leadership abilities when they
    observe certain behaviors
  • Visions
  • Willing to take personal risks to achieve the
    vision
  • Sensitive to followers needs
  • Exhibit behaviors that are ou of the ordinary

5
Contemporary Issues In Leadership
  • Inspirational approaches to Leadership (cont)
  • Charismatic Leaders born or made?
  • Individuals are born with traits that make them
    charismatic
  • Most experts believe that individuals can be
    treaied to exhibit charismatic behaviors
  • Optimistic view
  • Creating a bond that inspires others to follow
  • Brings out the potential in followers by tapping
    into the emotions

6
Contemporary Issues In Leadership
  • Inspirational approaches to Leadership (cont)
  • How charismatic Leaders influcence Foloowers
  • Four Step Process
  • Vision a long-term strategy on how to attain a
    goal or goals
  • Vision statement a formal articulation of an
    organizations vision or mission
  • New set of values
  • sets and example for followers to imitate

7
Contemporary Issues In Leadership
  • Inspirational approaches to Leadership (cont)
  • Does Effective Charismatic Leadership Depend on
    the Situation?
  • Research shows that there are correlations
    between charismatic leadership and high
    performance and satisfaction among followers
  • Organizations with charismatic CEOs are motivated
    to exert extra work effort and express greater
    satisfaction
  • Charisma may not always be generalizable

8
Contemporary Issues In Leadership
  • Inspirational approaches to Leadership
  • Does Effective Charismatic Leadership Depend on
    the Situation? (cont)
  • Appears to be most successful when the followers
    task has an ideological component or when the
    environment involes a high degree of stress and
    uncertainty
  • Charisma probably has more direct relevance to
    explaining the success and failures of chief
    executives than of lower-level managers
  • May affect some followers more than others

9
Contemporary Issues In Leadership
  • Does Effective Charismatic Leadership Depend on
    the Situation?
  • The Dark Side of Charismatic Leadership
  • Charismatic CEOs were able to use their charisma
    to leverage higher salaries even when their
    performance was mediocre
  • Many use their power to remake organizations in
    their own image
  • Blurred boundaries separating their personal
    interests from their organizations interests
  • Intolerant of criticism
  • Can reach beyond the walls of the workplace

10
Contemporary Issues In Leadership
  • Transformational leadership
  • Transactional leaders (Fiedler) guide or motivate
    their followers in the direction of established
    goals by clarifying role and task requirements
  • Transformational leaders inspire followers to
    transcend their own self-interests for the good
    of the organization
  • Not opposing approaches

11
Contemporary Issues In Leadership
  • Transformational leadership (cont)
  • Full range of leadership model
  • See Exhibit 13-3 in book
  • How transformational leadership works
  • Encourage followers to be more innovative and
    creative
  • Followers are more likely to pursue ambitious
    goals, be familiar with and agree on the
    strategic goals of the organization and believe
    that the goals they are pursuing are personally
    important
  • Research shows that vision is more important
    that a charismatic communication style in
    explaining the success of entrepreneurial firms
  • Engenders commitment on the part of the followers
    and instills in them a greater sense of trust in
    the leader

12
Contemporary Issues In Leadership
  • Transformational leadership (cont)
  • Evaluation of transformational leadership
  • Studies show that
  • Has broad cross-cultural support
  • Related to the motivations and satisfaction of
    followers and to the higher performance and
    perceived effectiveness of leaders
  • Contingent reward leadership is sometimes more
    effective than transformational leadership

13
Contemporary Issues In Leadership
  • Transformational leadership (cont)
  • Transformational Leadership vs. Charismatic
    Leadership
  • House considers them synonymous
  • Bass considers charisma to be part of
    transformational leadership
  • Transformational leadership is broader than
    charisma
  • Charisma by itself is insufficient to account for
    the transformational process

14
Contemporary Issues In Leadership
  • Transformational leadership
  • Transformational Leadership vs. Charismatic
    Leadership (cont)
  • Studies show that a leader who scores high on
    transformational leadership is also likely to
    score high on charisma measures may be roughly
    equivalent

15
Contemporary Issues In Leadership
  • Authentic Leadership Ethics and Trust Are the
    Foundation of Leadership
  • Jean Paul Sartre (1700s) an authentic person
    needs to be honest with oneself and avoid
    self-deception
  • Authentic leaders
  • Know who they are
  • Know what they believe in and value
  • Act on those values and beliefs openly and
    candidly

16
Contemporary Issues In Leadership
  • Authentic Leadership (cont)
  • Ethics and Leadership
  • Transformtional leaders have been described by
    one authority as fostering moral virtue when they
    try to change the attitudes and behaviors of
    followers
  • Unethical leaders are more likely to use their
    charisma to enhance power over followers
  • Leadership effectiveness needs to address the
    means that a leader uses in trying to achieve
    goals as well as the content of those goals

17
Contemporary Issues In Leadership
  • Authentic Leadership (cont)
  • Trust
  • a positive expectation that another will not act
    opportunistically
  • A history dependent process based on relevant but
    limited samples of experience
  • Involves making oneself vulnerable by disclosing
    intimate information or rely on anothers
    promises
  • Provides the opportunity for disappointment or to
    be taken advantage of
  • Willingness to take risks is common to all trust
    situations

18
Contemporary Issues In Leadership
  • Authentic Leadership (cont)
  • Key dimensions of trust
  • Integrity
  • Competence
  • Consistency
  • Loyalty

19
Contemporary Issues In Leadership
  • Authentic Leadership (cont)
  • Trust and leadership
  • When trust is broken it has serious adverse
    effects on a groups performance
  • Trust and trust-worthiness modulate the leaders
    access to knowledge and cooperation
  • If peole are going to follow somone willingly
    they first want to assure themselves that the
    person is worthy of their trust

20
Contemporary Issues In Leadership
  • Authentic Leadership (cont)
  • Types of Trust
  • Deterrence-based based on fear of reprisal if
    the trust is violated
  • One violation or inconsistency can destroy the
    relationship
  • Only works to the degree that puishment is
    possible, consequences are clear, and the
    punishment is actually imposed if the trust if
    violated
  • Most new relationship begin on a base of
    deterrence

21
Contemporary Issues In Leadership
  • Authentic Leadership
  • Types of Trust (cont)
  • Knowledge Based
  • Based on behavioral predictability that comes
    from a history of interaction
  • Relies on information rather than deterrence
  • The more communication and regula interaction the
    more this form of trust can be developed and
    depended upon

22
Contemporary Issues In Leadership
  • Authentic Leadership
  • Types of Trust (cont)
  • Identification Based
  • Emotional connection between the parties
  • Allows one party to act as an agent for the other
    and substitute for that person in interpersonal
    transactions

23
Contemporary Issues In Leadership
  • Authentic Leadership (cont)
  • Basic Principals of Trust
  • Mistrust drives out trust
  • Trust begets trust
  • Growth often masks mistrust
  • Decline or downsizing test the highest levels of
    trust
  • Trust increases cohesion
  • Mistrusting groups self-destruct
  • Mistrust generally reduces productivity

24
Contemporary Issues In Leadership
  • Authentic Leadership (cont)
  • Is Trust in Leaders Declining?
  • Americans seem to have faith in each other
  • General public holds corporate leaders in pretty
    low regard
  • Corporate employers show considerably more trust
    in their own senior management than senior
    management shows in them

25
Contemporary Issues In Leadership
  • Contemporary Leadership Roles
  • Providing Team Leadership
  • Challenge for most managers is to learn how to
    become an effective team leader
  • Know when to leave teams alone
  • Team leaders are
  • Liaisons with external constituencies
  • Troubleshooters
  • Conflict managers
  • Coaches

26
Contemporary Issues In Leadership
  • Contemporary Leadership Roles (cont)
  • Mentoring
  • Mentor a senior employee who sponsors and
    supports a less-experienced employee
  • Functions (see page 449)
  • Career functions
  • Psychological function
  • Formal vs. Informal mentoring
  • Informal mentoring is the most effective
    mentoring relationship outside the immediate
    boss-subordinate interface

Contemporary Issues In Leadership
27
Contemporary Issues In Leadership
  • Contemporary Leadership Roles (cont)
  • Mentoring (cont)
  • Mentor has unfiltered access to the attitudes and
    feelings of lower-ranking employees
  • Protégés can be an excellent source of of
    identifying potential problems by providing early
    warning signals
  • Minorities and women are less likely to
    participate in a mentoring relationships

28
Contemporary Issues In Leadership
  • Contemporary Leadership Roles (cont)
  • Self-leadership
  • Model self-leadership
  • Encourage employees to create self-set goals
  • Encourage the use of self-rewards to strengthen
    and increase desirable behaviors
  • Create positive thought patterns
  • Create a climate of self-leadership
  • Encourage self-criticism

29
Contemporary Issues In Leadership
  • Contemporary Leadership Roles (cont)
  • Online leadership
  • Has received minimal attention from OB
  • Need for good communication
  • Tone of message needs to correctly reflect
    emotions
  • Must match urgency or importance
  • Leaders must choose a style
  • Emoticons
  • Jargon
  • Abbreviations

30
Contemporary Issues In Leadership
  • Challenges to the Leadership Construct
  • Much of the success or failure of an organization
    lies outside the role of leadership
  • Leadership may be more about appearances than
    reality
  • Some leadership will always be effective
    regardless of the situation

31
Contemporary Issues In Leadership
  • Challenges to the Leadership Construct (cont)
  • Leadership as an Attribution
  • Attribution theory leadership is merely an
    attribution that people make about other
    individuals
  • At the organizational level, the attribution
    framework account for the conditions under which
    people use leadership to explain organizational
    outcomes
  • Perception that effective leaders are generally
    considered consistent in their decisions
  • Appearance is more important than actual
    accomplishments

32
Contemporary Issues In Leadership
  • Challenges to the Leadership Construct (cont)
  • Substitutes and neutralizers to leadership (see
    exhibit 13-7)
  • Neutralizers make it impossible for leader
    behavior to make any difference to follower
    outcomes they negate the leaders influence
  • Certain individual, job and organizational
    variables can act a substitutes for leadership
    make leadership unnecessary

33
Contemporary Issues In Leadership
  • Finding and Creating Effective Leaders
  • Selection
  • Testing high scoring self-monitors are likely
    to outperform their low-scoring counterparts
    because the former are better at reading
    situation and adjusting their behavior
    accordingly
  • Interviews
  • Training
  • Much of the money spent on training leadership
    may be wasted
  • People are not equally trainable

34
Contemporary Issues In Leadership
  • Finding and Creating Effective Leaders
  • Training (cont)
  • What ca we train people to do?
  • Implementation skills
  • Trust building and mentoring
  • Situational analysis skills
  • Behavioral training through modeling exercises
    can increase an individuals ability to exhibit
    charismatic leadership qualities
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