Ch12

ORGANIZATIONAL BEHAVIORS T E P H E N P. R O B B I N S

W W W . P R E N H A L L . C O M / R O B B I N S

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook

© 2003 Prentice Hall Inc. All rights reserved. 12–2

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.

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© 2003 Prentice Hall Inc. All rights reserved. 12–3

AFTER STUDYING THIS CHAPTER,YOU SHOULD BE ABLE TO:

7. Explain the role of a mentor.

8. Describe how on-line leadership differs from face-to-face leadership.

9. Identify when leadership may not be necessary.

10. Explain how to find and create effective leaders.

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© 2003 Prentice Hall Inc. All rights reserved. 12–4

Trust: The Foundation of LeadershipTrust: The Foundation of Leadership

E X H I B I T 12-1

© 2003 Prentice Hall Inc. All rights reserved. 12–5

Trust and LeadershipTrust and Leadership

LeadershipLeadershipLeadershipLeadership

TRUSTTRUSTandand

INTEGRITYINTEGRITY

TRUSTTRUSTandand

INTEGRITYINTEGRITY

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Three Types of TrustThree Types of Trust

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Leaders as Shapers of Meaning: Framing Issues

Leaders as Shapers of Meaning: Framing Issues

Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality.

Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality.

© 2003 Prentice Hall Inc. All rights reserved. 12–8

Charismatic LeadershipCharismatic Leadership

Key Characteristics:

1. Vision and articulation

2. Personal risk

3. Environmental sensitivity

4. Sensitivity to follower needs

5. Unconventional behavior

Key Characteristics:

1. Vision and articulation

2. Personal risk

3. Environmental sensitivity

4. Sensitivity to follower needs

5. Unconventional behavior

© 2003 Prentice Hall Inc. All rights reserved. 12–9

Key Characteristics of Charismatic LeadersKey Characteristics of Charismatic Leaders

E X H I B I T 12-2

© 2003 Prentice Hall Inc. All rights reserved. 12–10

Transactional and Transformational LeadershipTransactional and Transformational Leadership

• Contingent Reward

• Management by Exception (active)

• Management by Exception (passive)

• Laissez-Faire

• Charisma

• Inspiration

• Intellectual Stimulation

• Individual Consideration

© 2003 Prentice Hall Inc. All rights reserved. 12–11

Characteristics of Transactional LeadersCharacteristics of Transactional Leaders

E X H I B I T 12-3a

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Characteristics of Transformational LeadersCharacteristics of Transformational Leaders

E X H I B I T 12-3b

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Visionary LeadershipVisionary Leadership

Qualities of a Vision:

• Inspiration that is value- centered

• Is realizable

• Evokes superior imagery

• Well-articulated

Qualities of a Vision:

• Inspiration that is value- centered

• Is realizable

• Evokes superior imagery

• Well-articulated

© 2003 Prentice Hall Inc. All rights reserved. 12–14

Qualities of a Visionary LeaderQualities 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.

• 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.

© 2003 Prentice Hall Inc. All rights reserved. 12–15

Emotional Intelligence and Leadership Effectiveness

Emotional Intelligence and Leadership Effectiveness

Elements of Emotional Intelligence:

• Self-awareness

• Self-management

• Self-motivation

• Empathy

• Social skills

Elements of Emotional Intelligence:

• Self-awareness

• Self-management

• Self-motivation

• Empathy

• Social skills

© 2003 Prentice Hall Inc. All rights reserved. 12–16

Contemporary Leadership Roles: Providing Team Leadership

Contemporary Leadership Roles: Providing Team Leadership

Team Leadership Roles:

• Act as liaisons with external constituencies.

• Serve as troubleshooters.

• Manage conflict.

Team Leadership Roles:

• Act as liaisons with external constituencies.

• Serve as troubleshooters.

• Manage conflict.

© 2003 Prentice Hall Inc. All rights reserved. 12–17

Contemporary Leadership Roles: MentoringContemporary Leadership Roles: Mentoring

Mentoring Activities:

• Present ideas clearly

• Listen well

• Empathize

• Share experiences

• Act as role model

• Share contacts

• Provide political guidance

Mentoring Activities:

• Present ideas clearly

• Listen well

• Empathize

• Share experiences

• Act as role model

• Share contacts

• Provide political guidance

© 2003 Prentice Hall Inc. All rights reserved. 12–18

Contemporary Leadership Roles: Self-Leadership

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.

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.

© 2003 Prentice Hall Inc. All rights reserved. 12–19

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.

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.

Moral LeadershipMoral Leadership

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Leadership as an AttributionLeadership 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.

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.

© 2003 Prentice Hall Inc. All rights reserved. 12–21

Substitutes and Neutralizers for LeadershipSubstitutes and Neutralizers for Leadership

E X H I B I T 12-5

© 2003 Prentice Hall Inc. All rights reserved. 12–22

Finding and Creating Effective LeadersFinding 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 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.