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Organizational behavior

Organizational behavior

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  • 1. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S WWW.PRENHALL.COM/ROBBINS T E N T H E D I T I O N© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook
  • 2. O B J E C T I V E S 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 transactionalL E A R N I N G leadership. 4. Identify the skills that visionary leaders exhibit. 5. Explain how framing influences leadership effectiveness. 6. Identify four roles that team leaders perform. © 2003 Prentice Hall Inc. All rights reserved. 12–2
  • 3. O B J E C T I V E S (cont’d) 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 effectiveL E A R N I N G leaders. © 2003 Prentice Hall Inc. All rights reserved. 12–3
  • 4. Trust: The Foundation of LeadershipTrust: The Foundation of Leadership©X 2003 Prentice Hall Inc.E HIBIT 12-1All rights reserved. 12–4
  • 5. Trust and LeadershipTrust and Leadership Leadership Leadership TRUST TRUST and and INTEGRITY INTEGRITY© 2003 Prentice Hall Inc.All rights reserved. 12–5
  • 6. Three Types of TrustThree Types of Trust© 2003 Prentice Hall Inc.All rights reserved. 12–6
  • 7. Leaders as Shapers of Meaning: Framing Leaders as Shapers of Meaning: FramingIssues Issues Leaders use framing Leaders use framing (selectively including (selectively including or excluding facts) to or excluding facts) to influence how others influence how others see and interpret see and interpret reality. reality.© 2003 Prentice Hall Inc.All rights reserved. 12–7
  • 8. Charismatic LeadershipCharismatic Leadership Key Characteristics: Key Characteristics: 1. Vision and 1. Vision and articulation articulation 2. Personal risk 2. Personal risk 3. Environmental 3. Environmental sensitivity sensitivity 4. Sensitivity to 4. Sensitivity to follower needs follower needs 5. Unconventional 5. Unconventional behavior behavior© 2003 Prentice Hall Inc.All rights reserved. 12–8
  • 9. Key Characteristics of Charismatic LeadersKey Characteristics of Charismatic Leaders© 2003 Prentice Hall Inc. EXHIBIT 12-2All rights reserved. 12–9
  • 10. Transactional and Transformational LeadershipTransactional and Transformational Leadership • Contingent Reward • Charisma • Management by • Inspiration Exception (active) • Intellectual Stimulation • Management by • Individual Exception (passive) Consideration • Laissez-Faire© 2003 Prentice Hall Inc. 12–All rights reserved. 10
  • 11. Characteristics of Transactional LeadersCharacteristics of Transactional Leaders© 2003 Prentice Hall Inc. EXHIBIT 12– 12-3aAll rights reserved. 11
  • 12. Characteristics of Transformational LeadersCharacteristics of Transformational Leaders© 2003 Prentice Hall Inc. EXHIBIT 12– 12-3bAll rights reserved. 12
  • 13. Visionary LeadershipVisionary Leadership Qualities of a Vision: : Qualities of a Vision • • Inspiration that is value- Inspiration that is value- centered centered • • Is realizable Is realizable • • Evokes superior imagery Evokes superior imagery • • Well-articulated Well-articulated© 2003 Prentice Hall Inc. 12–All rights reserved. 13
  • 14. Qualities of a Visionary LeaderQualities of a Visionary Leader •• Has the ability to Has the ability to explain the vision to explain the vision to others. others. •• Uses own behavior Uses own behavior to express the vision. to express the vision. •• Is able to extend the Is able to extend the vision to different vision to different leadership contexts. leadership contexts.© 2003 Prentice Hall Inc. 12–All rights reserved. 14
  • 15. Emotional Intelligence and LeadershipEmotional Intelligence and LeadershipEffectivenessEffectiveness Elements of Emotional Elements of Emotional Intelligence: : Intelligence ••Self-awareness Self-awareness ••Self-management Self-management ••Self-motivation Self-motivation ••Empathy Empathy ••Social skills Social skills© 2003 Prentice Hall Inc. 12–All rights reserved. 15
  • 16. Contemporary Leadership Roles: ProvidingContemporary Leadership Roles: ProvidingTeam LeadershipTeam Leadership Team Leadership Roles: : Team Leadership Roles •• Act as liaisons with Act as liaisons with external constituencies. external constituencies. •• Serve as troubleshooters. Serve as troubleshooters. •• Manage conflict. Manage conflict.© 2003 Prentice Hall Inc. 12–All rights reserved. 16
  • 17. Contemporary Leadership Roles: MentoringContemporary Leadership Roles: Mentoring Mentoring Activities: : Mentoring Activities •• Present ideas clearly Present ideas clearly •• Listen well Listen well •• Empathize Empathize •• Share experiences Share experiences •• Act as role model Act as role model •• Share contacts Share contacts •• Provide political Provide political guidance guidance© 2003 Prentice Hall Inc. 12–All rights reserved. 17
  • 18. Contemporary Leadership Roles:Contemporary Leadership Roles:Self-LeadershipSelf-Leadership Creating self leaders: : Creating self leaders • • Model self-leadership. Model self-leadership. • • Encourage employees to Encourage employees to create self-set goals. create self-set goals. • • Encourage the use of self- Encourage the use of self- rewards. rewards. • • Create positive thought Create positive thought patterns. patterns. • • Create aaclimate of self- Create climate of self- leadership. leadership. • • Encourage self-criticism. Encourage self-criticism.© 2003 Prentice Hall Inc. 12–All rights reserved. 18
  • 19. Moral LeadershipMoral Leadership Actions:: Actions •• Work to positively change the Work to positively change the attitudes and behaviors of attitudes and behaviors of employees. employees. •• Engage in socially constructive Engage in socially constructive behaviors. behaviors. •• Do not abuse power or use Do not abuse power or use improper means to attain goals. improper means to attain goals.© 2003 Prentice Hall Inc. 12–All rights reserved. 19
  • 20. Leadership as an AttributionLeadership as an Attribution Qualities attributed to Qualities attributed to leaders: : leaders • • Leaders are intelligent, Leaders are intelligent, outgoing, have strong outgoing, have strong verbal skills, are aggressive, verbal skills, are aggressive, understanding, and understanding, and industrious industrious • • Effective leaders are Effective leaders are perceived as consistent and perceived as consistent and unwavering in their unwavering in their decisions. decisions. • • Effective leaders project the Effective leaders project the appearance of being aa appearance of being leader. leader.© 2003 Prentice Hall Inc. 12–All rights reserved. 20
  • 21. Substitutes and Neutralizers for LeadershipSubstitutes and Neutralizers for Leadership© 2003 Prentice Hall Inc. EXHIBIT 12– 12-5All rights reserved. 21
  • 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.© 2003 Prentice Hall Inc. 12–All rights reserved. 22

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