chapter 11 leader & trust

7/28/2019 Chapter 11 Leader & Trust

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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-1Copyright 2008 Pearson Education Canada

Chapter 11

Leadership and Trust


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LEARNING OUTLINEFollow this Learning Outline as you read and study this chapter

Managers Vs. Leaders

Contrast leaders and managers Early Leadership Theories

Discuss what research has shown about leadership

traits

Contrast the findings of the four behavioural

leadership theories

Explain the dual nature of a leaders behaviour


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LEARNING OUTLINE (contd)Follow this Learning Outline as you read and study this chapter

Contingency Theories of Leadership

Explain how Fiedlers theory of leadership is acontingency model

Contrast situational leadership theory and the leader

participation model

Discuss how path-goal theory explains leadership


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LEARNING OUTLINE (contd)Follow this Learning Outline as you read and study this chapter

Cutting-edge Approaches to Leadership

Differentiate between transactional and

transformational leaders

Describe charismatic-visionary leadership

Discuss what team leadership involves

Current Leadership Issues

Describe the five sources of a leaders power

Discuss the issues todays leaders face


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Copyright 2005 Prentice Hall, Inc. All rights reserved.

115

Managers Versus LeadersNot all leaders are managers, nor are all

managers leaders.

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 influenceothers to perform actions beyond those that could be dictated by

those persons formal (position) authority alone.


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ManagersVersus Leaders

May Have

Managerial

Authority and

Influence Others

Appointed andHave Formal

Authority

Managers Leaders


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Exhibit 8.1 DistinguishingManagership from Leadership


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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition8-8

Copyright 2008 Pearson Education Canada

Early Leadership Theories Trait Theories (1920s30s)

Research that focused on identifying personal

characteristics that differentiated leaders from non-leaders was unsuccessful

Later research on the leadership process identified seven

traits associated with successful leadership: Drive, the desire to lead, honesty and integrity, self-confidence,

intelligence, job-relevant knowledge, and extraversion


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Exhibit 8.2 Seven Traits Associatedwith Leadership

Drive

Desire to lead Honesty and integrity

Self-confidence

Intelligence Job-relevant knowledge

Extraversion

Source: S.A. Kirkpatrick and E.A. Locke, Leadership:

Do Traits Really Matter?Academy of Management

Executive, May 1991, pp. 48-60; and T.A. Judge, J.E.

Bono, R. Ilies, and M. Werner, Personality and

Leadership: A Qualitative and Quantitative Review,

Journal of Applied Psychology, August 2002, pp. 765-

780.


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Behavioural Theories University of Iowa Studies (Kurt Lewin)

Identified three leadership styles:

Autocratic style: centralized authority, low participation Democratic style: involvement, high participation, feedback

Laissez-faire style: hands-off management

Research findings: mixed results No specific style was consistently better for producing better

performance

Employees were more satisfied under a democratic leader than anautocratic leader


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Behavioural Theories (contd) Ohio State Studies

Identified two dimensions of leader behaviour Initiating structure: the role of the leader in defining his or her role

and the roles of group members Consideration: the leaders mutual trust and respect for group

members ideas and feelings

Research findings: mixed results High-high leaders generally, but not always, achieved high group

task performance and satisfaction

Evidence indicated that situational factors appeared to stronglyinfluence leadership effectiveness


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Behavioural Theories (contd)

University of Michigan Studies

Identified two dimensions of leader behaviour Employee oriented: emphasizing personal relationships

Production oriented: emphasizing task accomplishment

Research findings: Leaders who are employee oriented are strongly associated with

high group productivity and high job satisfaction


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Behavioural Theories (contd)

Managerial Grid

Appraises leadership styles using two dimensions:

Concern for people

Concern for production


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Exhibit 8.4The

ManagerialGrid

Source: Reprinted by permission of

Harvard Business Review. An exhibit

from Breakthrough in Organization

Development by Robert R. Blake,

Jane S. Mouton, Louis B. Barnes,and Larry E. Greiner, November

December 1964, p. 136. Copyright

1964 by the President and Fellows of

Harvard College. All rights reserved.


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Exhibit 8.3 Behavioural Theories of Leadership


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Contingency Theories of Leadership The Fiedler Model

Effective group performance depends upon the match between

the leaders style of interacting with followers and the degree to

which the situation allows the leader to control and influence

Assumptions:

Different situations require different leadership styles

Leaders do not readily change leadership styles

Matching the leader to the situation or changing the situation to make it

favourable to the leader is required


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Contingency Theories (contd) The Fiedler Model (contd)

Least-preferred co-worker (LPC) questionnaire

Determines leadership style by measuring responses to 18 pairs of

contrasting adjectives

High score: a relationship-oriented leadership style

Low score: a task-oriented leadership style

Situational factors in matching leader to the situation: Leader-member relations

Task structure

Position power


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Exhibit 8.5 Findings of the Fiedler Model

Poor

Good

Highly FavourableSituation Favourableness: Moderate Highly Unfavourable

IGoodHigh

GoodHigh

Strong Weak

GoodLow

Weak

PoorHigh

Strong

PoorHighWeak

PoorLow

Strong

PoorLow

Weak

GoodLow

Strong

II III IV V VI VII VIIICategoryLeaderMember

RelationsTask StructurePosition Power

RelationshipOriented

TaskOriented


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Contingency Theories (contd) Hersey and Blanchards

Situational Leadership Theory (SLT)

Successful leadership is achieved by selecting aleadership style that matches the level of the followersreadiness

Acceptance: do followers accept or reject a leader?

Readiness: do followers have the ability and willingness toaccomplish a specific task?

Leaders must give up control as followers become morecompetent


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Contingency Theories (contd) Hersey and Blanchards Situational Leadership

Theory (SLT) (contd)

Creates four specific leadership styles incorporating

Fiedlers two leadership dimensions:

Telling: high tasklow relationship leadership

Selling: high taskhigh relationship leadership

Participating: low taskhigh relationship leadership

Delegating: low tasklow relationship leadership


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Contingency Theories (contd)

Hersey and Blanchards Situational Leadership

Theory (SLT) (contd)

Identifies four stages of follower readiness:

R1: followers are unable and unwilling

R2: followers are unable but willing

R3: followers are able but unwilling

R4: followers are able and willing


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Exhibit 8.6 Hersey and Blanchards

Situational Leadership Model

Source: Reprinted with permission from the Center for Leadership

Studies. Situational Leadership is a registered trademark of the Center

for Leadership Studies. Escondido, California. All rights reserved.

S3 S2S4 S1

STYLE OF LEADER

Task Behaviour

High

Low High

High relationshipand low task High task andhigh relationship

Low relationshipand low task

Moderate

Follower Readiness

LowHigh

Ableand

willingAbleand

unwillingUnable

andwilling

Unableand

unwilling

R4 R3 R2 R1

High task andlow relationship


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Contingency Theories (contd)

Leader Participation Model (Vroom and Yetton)

Leader behaviour must be adjusted to reflect the task

structure

Suggests appropriate participation level in decision

making


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Contingency Theories (contd) Leader Participation Model Contingencies:

Decision significance

Importance of commitmentLeader expertise

Likelihood of commitment

Group support

Group expertise

Team competence


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Exhibit 8.7 Path-Goal TheoryEnvironmentalContingency Factors

Task StructureFormal Authority SystemWork Group

SubordinateContingency FactorsLocusof ControlExperiencePerceived Ability

Leader BehaviourDirectiveSupportiveParticipativeAchievement Oriented

OutcomesPerformanceSatisfaction


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Contingency Theories (contd) Path-Goal Model

Leaders job is to assist his or her followers in

achieving organizational goals

Leaders style depends on the situation:

Directive

Supportive

Participative

Achievement-oriented


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1127

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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Contemporary Approaches to Leadership Transactional Leadership

Leaders who guide or motivate their followers in the

direction of established goals by clarifying role and taskrequirements

Transformational Leadership

Leaders who inspire followers to go beyond their own

self-interests for the good of the organizationLeaders who have a profound and extraordinary effect on

their followers


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Contemporary Approaches to Leadership

(contd)

Charismatic Leadership

An enthusiastic, self-confident leader whose personality

and actions influence people to behave in certain waysCharacteristics of charismatic leaders:

Have a vision

Are able to articulate the vision

Are willing to take risks to achieve the vision Are sensitive to the environment and to follower needs

Exhibit behaviours that are out of the ordinary


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FOM 11.30

Charismatic Leadership Self-confidence

Vision

Ability to articulate a vision

Strong convictions

Extraordinary behaviour

Appearance as change agent

Environmental sensitivity


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Contemporary Approaches to Leadership(contd)

Charismatic Leadership (contd)

Effects of Charismatic Leadership Increased motivation, greater satisfaction

More profitable companies

Charismatic leadership may have a downside:

After recent ethics scandals, some agreement that CEOs with lessvision, and more ethical and corporate responsibility, might be

more desirable


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Contemporary Approaches to Leadership(contd)

Visionary Leadership

A leader who creates and articulates a realistic, credible,and attractive vision of the future that improves upon the

present situation

Visionary leaders have the ability to:

Explain the vision to others

Express the vision not just verbally but through behaviour

Extend or apply the vision to different leadership contexts


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FOM 11.33

Extendthe Vision

Explainthe Vision

Expressthe Vision



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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.


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Exhibit 8.8 Specific TeamLeadership Roles

Team Leader

Roles

Liaison with

External

Constituencies

Coach

Conflict

ManagerTroubleshooter


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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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Current Leadership Issues Managing Power

Legitimate power The power a leader has as

a result of his or herposition

Coercive power The power a leader has to

punish or control

Reward power The power to give positive

benefits or rewards

Expert power

The influence a leader can

exert as a result of his or

her expertise, skills, or

knowledge

Referent power

The power of a leader that

arises because of a

persons desirable

resources or admired

personal traits


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Other Leadership Variables

National culture

Leadership styles reflect the cultural conditions that

followers have come to expect. Leadership theories developed in the United States have an American

bias.

Power distance

Varies among cultures and affect participativemanagements effectiveness

High power distance = autocratic leadership style

Low power distance = participative leadership style


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Other Leadership Variables (contd) Emotional Intelligence (EI)

Considered to be the trait difference that makes an

individual into a star performer

Is an essential element of effective leadership

Components of EI

Self-awareness

Self-management

Self-motivation

Empathy

Social skills


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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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FOM 11.41

Trust as the Foundation of Leadership

Willing to be vulnerable

Ability to gain knowledge and creative thinking

In times of change and instability, people turn to

personal relationships


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Developing Trust Credibility (of a Leader)

The assessment, by a leaders followers, of the leadershonesty, competence, and ability to inspire

Trust The belief of followers and others in the integrity, character,

and ability of a leader

Dimensions of trust: integrity, competence, consistency, loyalty,

and openness Trust is related to increases in job performance,

organizational citizenship behaviours, job satisfaction, andorganization commitment


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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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Chapter 8, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 8-45


Tips for Managers:Suggestions for Building Trust Practise openness

Be fair Speak your feelings

Tell the truth

Show consistency

Fulfill your promises

Maintain confidences

Demonstrate competence


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Providing Moral Leadership

Addresses both the moral content of a leaders goals

andthe means used to achieve those goals

Ethical leadership is more than being ethical

Includes reinforcing ethics through organizational

mechanisms


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Providing Online Leadership

Challenges of Online Leadership

Communication Choosing the right words, structure, tone, and style for digital

communications

Performance management Defining, facilitating, and encouraging performance

Trust Creating a culture where trust is expected, encouraged, and

required


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Understanding Gender Differencesand Leadership

Research Findings

Males and females use different styles:

Women tend to adopt a more democratic or participative

style unless in a male-dominated job

Women tend to use transformational leadership

Men tend to use transactional leadership


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Exhibit 8.9 Where Female Managers

Do Better: A Scorecard

Source: R. Sharpe, As Leaders, Women Rule, BusinessWeek, November 20. 2000, p. 75.

Noneof the five studies set out to find gender differences. They stumbled on them whilecompiling and analyzing performance evaluations.

Skill (Each check mark denotes which groupscored higher on the respective studies)

* In one study, womens and mens scores in these categories were statistically even.

MEN WOMENMotivating OthersFostering CommunicationProducing High-Quality WorkStrategic PlanningListening to Others

Analyzing Issues

**

*

Data: Hagberg Consulting Group, Management Research Group, Lawrence A. Pfaff, PersonnelDecisions International Inc., Advanced Teamware Inc.

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