CONTEMPORAY ISSUES IN LEADERSHIP

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CONTEMPORAY ISSUES IN LEADERSHIP

• Ms. Long
• MGT 3320
• CMSU

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AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE
TO

1. Identify the five dimensions of trust.
2. Define the qualities of a charismatic leader.
3. Contrast transformational with transactional
   leadership.
4. Identify the skills that visionary leaders
   exhibit.
5. Explain how framing influences leadership
   effectiveness.
6. Identify four roles that team leaders perform.

L E A R N I N G O B J E C T I V E S
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AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE
TO

1. Explain the role of a mentor.
2. Describe how on-line leadership differs from
   face-to-face leadership.
3. Identify when leadership may not be necessary.
4. Explain how to find and create effective leaders.

L E A R N I N G O B J E C T I V E S (contd)
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____ The Foundation of Leadership
______ A positive expectation that another ill
not act Opportunistically.
12-1
E X H I B I T
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Trust The Foundation of Leadership
Trust A positive expectation that another ill not
act Opportunistically.
12-1
E X H I B I T
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_______ and _________
________
________ andINTEGRITY
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Trust and Leadership
Leadership
TRUSTandINTEGRITY
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3 Types of Trust
____________________ Trust based on
behavioral predictability that comes from a
history of interaction
_________________ Trust based on fear of
reprisal if the trust is violated.
__________________________ Trust based on a
mutual understanding of each others intentions
and appreciation of the others wants and
desires.
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3 Types of Trust
Knowledge-based trust Trust based on
behavioral predictability that comes from a
history of interaction
Deterrence-based trust Trust based on fear of
reprisal if the trust is violated.
Identification-based trust Trust based on a
mutual understanding of each others intentions
and appreciation of the others wants and
desires.
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Leaders as Shapers of Meaning _______ Issues
_________ A way to use language to manage
meaning.
Leaders use _______ (selectively including or
excluding facts) to influence how others see and
interpret reality.
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Leaders as Shapers of Meaning Framing Issues
Framing A way to use language to manage meaning.
Leaders use framing (selectively including or
excluding facts) to influence how others see and
interpret reality.
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_________ Leadership

• Key Characteristics
• Vision and articulation
• Personal risk
• Environmental sensitivity
• Sensitivity to follower needs
• Unconventional behavior

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

• Key Characteristics
• Vision and articulation
• Personal risk
• Environmental sensitivity
• Sensitivity to follower needs
• Unconventional behavior

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Key Characteristics of Charismatic Leaders
12-2
E X H I B I T
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Transactional and Transformational Leadership

• _________ Reward
• Management by Exception (______)
• Management by Exception (________)
• _______-_______

• ________
• ____________
• ________ _________
• __________
• ___________

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Transactional and Transformational Leadership

• Contingent Reward
• Management by Exception (active)
• Management by Exception (passive)
• Laissez-Faire

• Charisma
• Inspiration
• Intellectual Stimulation
• Individual Consideration

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Characteristics of Transactional Leaders
12-3a
E X H I B I T
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Characteristics of Transformational Leaders
12-3b
E X H I B I T
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_________ Leadership
_________ Leadership The ability to create and
articulate a realistic, credible, attractive
vision of the future for an organization or
organizational unit that grows out of and
improves upon the present.

• Qualities of a _______
• Inspiration that is value- centered
• Is realizable
• Evokes superior imagery
• Well-articulated

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Visionary Leadership

• Qualities of a Vision
• Inspiration that is value- centered
• Is realizable
• Evokes superior imagery
• Well-articulated

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Qualities of a Visionary Leader

• Has the ability to _______ the vision to others.
• Uses own ________ to express the vision.
• Is able to extend the vision to different
  _________ contexts.

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Qualities of a Visionary Leader

• Has the ability to explain the vision to others.
• Uses own behavior to express the vision.
• Is able to extend the vision to different
  leadership contexts.

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Emotional Intelligence and Leadership
Effectiveness

• Elements of Emotional Intelligence
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills

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Emotional Intelligence and Leadership
Effectiveness

• Elements of Emotional Intelligence
• ____-________
• ____-________
• ____-________
• ________
• ______ _______

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Contemporary Leadership Roles Providing Team
Leadership

• Team Leadership Roles
• Act as _______ with external __________.
• Serve as ____________.
• Manage ________.

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Contemporary Leadership Roles Providing Team
Leadership

• Team Leadership Roles
• Act as liaisons with external constituencies.
• Serve as troubleshooters.
• Manage conflict.

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Contemporary Leadership Roles ________

• _______ Activities
• Present ideas ______
• Listen ______
• _________
• Share _________
• Act as _____ ______
• Share ________
• Provide _________ guidance

________ A senior employee who sponsors and
supports a less-experienced employee (a protégé).
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Contemporary Leadership Roles Mentoring

• Mentoring Activities
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political guidance

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Contemporary Leadership Roles Self-Leadership

• Creating self leaders
• Model self-leadership.
• Encourage employees to create self-set goals.
• Encourage the use of self-rewards.
• Create positive thought patterns.
• Create a climate of self-leadership.
• Encourage self-criticism.

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Moral Leadership

• Actions
• Work to ________change the attitudes and
  behaviors of employees.
• Engage in socially _________ behaviors.
• Do not abuse ______ or use improper ______ to
  attain goals.

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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.

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Leadership as an _________

• Qualities ______ 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.

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

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Substitutes and Neutralizers for Leadership
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E X H I B I T
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Finding and Creating _______ 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
  candidates 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.

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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
  candidates 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.