Contemporary Issues in Leadership

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Chapter 12

• Contemporary Issues in Leadership

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Trust The Foundation of Leadership
Trust A positive expectation that another will
notthrough words, actions, or decisionsact
opportunistically. Trust is a history-dependent
process (familiarity) based on relevant but
limited samples of experience (risk).
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Dimensions of Trust

• Integrity
• honesty and truthfulness.
• Competence
• an individuals technical and interpersonal
  knowledge and skills.
• Consistency
• an individuals reliability, predictability, and
  good judgment in handling situations.

• Loyalty
• the willingness to protect and save face for
  another person.
• Openness
• reliance on the person to give you the full
  truth.

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Trust and Leadership
Leadership
TRUSTandINTEGRITY
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Three Types of 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 others intentions
and appreciation of the others wants and desires.
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Framing Using Words to Shape Meaning and Inspire
Others
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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Inspirational Approaches to Leadership
Charismatic Leadership Theory Followers make
attributions of heroic or extraordinary
leadership abilities when they observe certain
behaviors.

• Charismatics Influence Followers By
• Articulating the vision
• Setting high performance expectations
• Conveying a new set of values
• Making personal sacrifices

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Beyond Charismatic Leadership

• Level 5 Leaders
• Possess a fifth dimensiona paradoxical blend of
  personal humility and professional willin
  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.

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Traits Make a Comeback Level 5 Leadership -
the triumph of humility and fierce resolve
(Collins, 2001)

• Level 5 leaders needed for the transformation
  of good companies to great ones
• Level 5 Executive
• Builds enduring greatness through a paradoxical
• combination of personal humility plus
  professional will.
• Level 4 Effective Leader
• Catalyses commitment to and vigorous pursuit of a
  clear
• and compelling vision stimulates the group to
  high
• performance standards.
• Level 3 Competent Manager
• Organises people resources toward the effective
  
• and efficient pursuit of predetermined
  objectives.
• Level 2 Contributing Team Member Contributes to
  the achievement of group objectives works
  effectively with others in a group setting.
• Level 1 Highly Capable Individual Makes
  productive
• contributions through talent, knowledge, skills
  and good work habits.

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Transformational Leadership Perspective

• Era of popularity 1980s
• Assumptions leaders as managers of meaning
• Criticisms overemphasis on top-level leaders
  little focus on informal leadership processes
  little attention to situational factors
• Transformational leaders
• Leading -- changing the organization to fit the
  environment
• Develop, communicate, enact a vision
• Transactional leaders
• Managing -- linking job performance to rewards
• Ensure employees have necessary resources
• Apply contingency leadership theories

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Self-confidence
Vision
Key characteristics of transformational leaders
Articulate
Strong convictions
Unconventional
Change agent
Environment sensitive
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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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Goleman (2000) a little bit of this, a little
bit of thatcombining contingency and
competency/trait approaches

• 6 leadership styles, each springing from
  different components of emotional intelligence
  (EI)
• Leaders with the best results do not rely on only
  one leadership style they use most of them
  each week, seamlessly and in different measure

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Goleman (cont.) 6 leadership styles
relationship to EI
Coercive Authoritative Affiliative
Leaders style Demands immediate compliance Mobilises people toward a vision Creates harmony builds emotional bonds
The style in a phrase Do what I tell you Come with me people come first
Underling EI competencies Drive to achieve, initiative, self-control Self-confidence, empathy, change catalyst Empathy, building relationships, communication
When the style works best In a crisis, to kick-start a turnaround, or with problem employees When changes require a new vision, or when a clear direction is needed To heal rifts in a team or to motivate people during stressful circumstances
Overall impact on climate Negative Most strongly positive Positive
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Goleman (cont.) 6 leadership styles
relationship to EI
Democratic Pacesetting Coaching
Leaders style Forges consensus through participation Sets high standards for performance Develops people for the future
The style in a phrase what do you think? Do as I do, now Try this
Underling EI competencies Collaboration, team leadership, communication Conscientiousness, drive to achieve, initiative Developing others, empathy, self-awareness
When the style works best To build buy-in or consensus, or to get input from valuable employees To get quick results from a highly motivated and competent team To help an employee improve performance or develop long-term strengths
Overall impact on climate Positive Negative Positive
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Contemporary Leadership Roles Providing Team
Leadership

• Team Leadership Roles
• Act as liaisons with external constituencies.
• Serve as troubleshooters.
• Managing conflict.
• Coaching to improve team member performance

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Contemporary Leadership Roles Mentoring
Mentor A senior employee who sponsors and
supports a less-experienced employee (a
protégé). It is a tool that organisations can
use to nurture and grow their people.

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

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Mentoring

• Deliberate, intentional learning is the
  cornerstone
• Both failures and success are powerful teachers
• Leaders need to tell their stories
• Development matures over time with continuous
  learning
• Mentoring is a joint venture

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Contemporary Leadership Roles Self-Leadership
Self-Leadership A set of processes through which
individuals control their own behavior.

• 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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Ethical 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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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

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Romance Perspective of Leadership

• Do we have a romantic and unrealistic view of
  leadership?
• Attributing Leadership are events really caused
  by leader behaviours?
• Stereotyping Leadership based on appearance and
  action rather than outcomes.
• Need for Situational Control we want to believe
  leaders make a difference

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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.

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Sowhat about followers? (Kelley, 1988)

• To more effectively manage followership, we
  need to
• Redefine followership and leadership to view
  them as equal but different
• Honing followership skills through follower
  training eg. on critical thinking,
  self-management skills, moving between the two
  roles
• Provide performance evaluation and feedback to
  evaluate followership as we may
• evaluate leadership
• Create organisational structures which
• encourage followership eg. sharing
• leadership in leaderless groups,
• delegating to the lowest possible level