Leadership and Trust

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Chapter 11

• Leadership and Trust
• ?????

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Outlines

• Managers vs. leaders.
• Trait theories of leadership.
• Behavior theories of leadership
• Contingency Theories of leadership
• Fiedler contingency model.
• path-goal model
• Situational Leadership.
• Emerging approaches to leadership
• Charismatic Leader
• Visionary leaders
• Trust

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Managers Versus Leaders???vs.???

• Managers
• Persons whose influence on others is limited to
  the appointed managerial authority of their
  positions to reward and punish.
  ??????????????,?????????????
• Leaders
• Persons with managerial and personal power who
  can influence others to perform actions beyond
  those that could be dictated by those persons
  formal (position) authority alone.
  ??????????????????????

Not all leaders are managers, nor are all
managers leaders.
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• ???????????????(??????????????????????????????????
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• ?????????/???????????????????????

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Trait Theories Of Leadership????????

• Theories that attempt to isolate characteristics
  that differentiate leaders from nonleaders
• Attempts to identify traits that always
  differentiate leaders from followers and
  effective leaders from ineffective leaders have
  failed.
• Attempts to identify traits consistently
  associated with leadership have been more
  successful.

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Six Traits That Differentiate Leaders from
Nonleaders????????

1. Drive?????
2. Desire to lead?????
3. Honesty and integrity?????
4. Self-confidence???
5. Intelligence??
6. Job-relevant knowledge????

EXHIBIT 11.1
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Behavioral Theories Of Leadership????????

• Theories that attempt to isolate behaviors that
  differentiate effective leaders from ineffective
  leaders
• Behavioral studies focus on identifying critical
  behavioral determinants of leadership that, in
  turn, could be used to train people to become
  leaders.

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Leadership Behaviors or Styles

• Autocratic style of leadership??????
• A leader who centralizes authority, dictates work
  methods, makes unilateral decisions, and limits
  employee participation.????????????????????????
• Laissez-faire style of leadership????????
• A leader who gives employees complete freedom to
  make decisions and to decide on work methods
• ???????????,??????????????

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Leadership Behaviors or Styles (contd)

• Democratic style of leadership??????
• A leader who involves employees in decision
  making, delegates authority, encourages
  participation in deciding work methods and goals,
  and uses feedback to coach employees.
  ?????????????????????????????????
• A democratic-consultative leader seeks input and
  hears the concerns and issues of employees but
  makes the final decision him or herself.???
• A democratic-participative leader often allows
  employees to have a say in whats decided. ???

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Continuum of Leader Behavior
Democratic
Participative
EXHIBIT 11.2
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??
??
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Leadership Behaviors or Styles (contd)

• Conclusions about leadership styles
• The laissez-faire leadership style is
  ineffective.
• Quantity of work is equal under authoritarian and
  democratic leadership styles
• Quality of work and satisfaction is higher under
  democratic leadership.

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???????

• ???(Iowa)????
• ???(Ohio)????
• ???(Michigan)?????
• ????(Managerial Grid)??

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The Ohio State Studies

• Studies that sought to identify independent
  dimensions of leader behavior
• Initiating structure??
• The extent to which a leader defines and
  structures his or her role and the roles of
  employees to attain goals????????????????????
• Consideration??
• The extent to which a leader has job
  relationships characterized by mutual trust,
  respect for employees ideas, and regard for
  their feelings????????,??????????????????????

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The University Of Michigan Studies

• Studies that sought to identify the behavioral
  characteristics of leaders related to performance
  effectiveness
• Employee oriented????
• A leader who emphasizes interpersonal relations,
  takes a personal interest in the needs of
  employees, and accepts individual differences.
• Production oriented????
• A leader who emphasizes technical or task aspects
  of a job, is concerned mainly with accomplishing
  tasks, and regards group members as a means to
  accomplishing goals.

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The Managerial Grid
A two-dimensional view of leadership style that
is based on concern for people versus concern for
production
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• ?11-3

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Contingency Theories Of Leadership???????

• Fiedler contingency leadership model?????
• Path-Goal Theory??-????
• Leader-participation model???-????
• Hersey-Blanchard Situational Leadership????

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Fiedler contingency leadership model?????

• The theory that effective group performance
  depends on the proper match between the leaders
  style of interacting with employees and the
  degree to which the situation gives control and
  influence to the leader
• Uses Least-preferred co-worker (LPC)
  questionnaire, to measure the leaders task or
  relationship orientation.
• Identified three situational criterialeader
  member relations(???-????), task structure(????),
  and position power(????)that could be
  manipulated match an inflexible leadership style.

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The Findings of the Fiedler Model
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Path-Goal Theory??-????

• It is a leaders job to assist followers in
  attaining their goals and to provide the
  necessary direction and support
• A leaders motivational behavior
• Makes employee need satisfaction contingent on
  effective performance.
• Provides the coaching, guidance, support, and
  rewards that are necessary for effective
  performance.
• Assumes that the leaders style is flexible and
  can be changed to adapt to the situation at hand.

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Path-Goal Leadership Behaviors

• Directive leader??
• Lets employees know what is expected of them,
  schedules work to be done, and gives specific
  guidance as to how to accomplish tasks.
• Supportive leader??
• Is friendly and shows concern for the needs of
  employees.
• Participative leader??
• Consults with employees and uses their
  suggestions before making a decision.
• Achievement-oriented leader????
• Sets challenging goals and expects employees to
  perform at their highest levels.

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Path-Goal Theory
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Leader-participation model (Vroom, Yetton and
Jago)???-????

• Provided a sequential set of rules for
  determining the form and amount of participation
  a leader should exercise in decision making
  according to different types of situations.
• The model was a decision tree incorporating seven
  contingencies (whose relevance could be
  identified by making yes or no choices) and five
  alternative leader ship styles.
• Assumed an adaptable leadership style.

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Contingency Variables in the Revised
Leader-Participation Model

• QR Quality Requirement
• CR Commitment Requirement
• LI Leader Information
• ST Problem Structure
• CP Commitment Probability
• GC Goal Congruence

• CO Employee Conflict
• SI Employee Information
• TC Time Constraint
• GD Geographical Dispersion
• MT Motivation Time
• MD Motivation-Development

EXHIBIT 11.6
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Situational Leadership????

• Leaders should adjust their leadership
  stylestelling??, selling??, participating??, and
  delegating??in accordance with the readiness of
  their followers.
• Acceptance Leader effectiveness reflects the
  reality that it is the followers who accept or
  reject the leader.
• Readiness a followers ability and willingness
  to perform.
• At higher levels of readiness, leaders respond by
  reducing control over and involvement with
  employees.

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Situational Leadership????
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Emerging Approaches To Leadership

• Charismatic leadership theory???????
• Followers make attributions of heroic or
  extraordinary leadership abilities when they
  observe certain behaviors
• People working for charismatic leaders are
  motivated to exert extra work effort and, because
  they like and respect their leaders, express
  greater satisfaction.
• Charisma leadership appears to be most
  appropriate when the followers task has a
  ideological component or when the environment
  involves a high degree of stress and uncertainty.

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Charismatic Leadership???????

• A charismatic leader influences followers by
• Stating a vision that provides a sense of
  community by linking the present with a better
  future.
• Communicating high expectations and expressing
  confidence that followers can attain them.
• Conveying, through words and actions, a new set
  of values, and by his or her behavior setting an
  example for followers to imitate.
• Making self-sacrifices and engaging in
  unconventional behavior to demonstrate courage
  and convictions about the vision.

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Key Characteristics of Charismatic Leaders

• Self-confidence??
• Vision??
• Ability to articulate the vision???????
• Strong convictions??????
• Behavior that is out of the ordinary??????
• Appearance??
• Environmental sensitivity???????

EXHIBIT 11.8
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Visionary Leadership?????

• A vision should create enthusiasm, bringing
  energy and commitment to the organization.
• The key properties of a vision are inspirational
  possibilities that are value centered,
  realizable, and have superior imagery and
  articulation.
• Visionary leadership
• The ability to create and articulate a realistic,
  credible, attractive vision of the future that
  grows out of and improves upon the present

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Skills of Visionary Leaders

• The ability to explain the vision to others.
• Make the vision clear in terms of required
  actions and aims through clear oral and written
  communication.
• The ability to express the vision not just
  verbally but through the leaders behavior.
• Behaving in ways that continually convey and
  reinforce the vision.
• The ability to extend the vision to different
  leadership contexts.
• Sequencing activities so the vision can be
  applied in a variety of situations

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Transactional ???Leaders versus
Transformational???Leaders

• Transactional leaders
• Leaders who guide or motivate their followers
  toward established goals by clarifying role and
  task requirements.
• Transformational leaders
• Leaders who inspire followers to transcend their
  own self-interests for the good of the
  organization and are capable of having a profound
  and extraordinary effect on followers.

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The Challenge of Team Leadership

• Becoming an effective team leader requires
• Learning to share information.
• Developing the ability to trust others.
• Learning to give up authority.
• Knowing when to leave their teams alone and when
  to intercede.
• New roles that team leaders take on
• Managing the teams external boundary
• Facilitating the team process

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Team Leader Roles?????
??
?????
?????
?????
EXHIBIT 11.9
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Substitutes for Leadership????

• Employee characteristics????
• Experience
• Training
• Professional orientation
• Indifference toward organizational regards
• Job characteristics????
• Unambiguous
• Routine
• Intrinsically satisfying

• Organizational characteristics????
• Explicit formalized goals
• Rigid rules and procedures
• Cohesive work groups

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Trustthe Essence of Leadership

• Five Dimensions of Trust
• Integrity??
• Honesty and truthfulness
• Competence??
• Technical and interpersonal knowledge and skills
• Consistency???
• Reliability, predictability, and good judgment
• Loyalty??
• Willingness to protect and save face for a person
• Openness??
• Willingness to share ideas and information freely

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Types Of Trust

• Deterrence-based trust????
• Trust based on fear of reprisal if the trust is
  violated
• Knowledge-based trust????
• Trust based on the behavioral predictability that
  comes from a history of interaction
• Identification-based trust????
• Trust based on an emotional connection between
  the parties

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Steps in Building Trust