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This document discusses leadership concepts from a textbook on organizational behavior. It covers dimensions of trust, characteristics of charismatic and transformational leaders, qualities of visionary leadership, roles of team leaders and mentors, and creating self-leadership. The objectives are to understand key leadership theories and apply them to analyze leadership effectiveness.
Ch12
- 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 JE 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 transactional L 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 JE 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 effective L E A R N I N G leaders. © 2003 Prentice Hall Inc. All rights reserved. 12–3
- 4. Trust: The Foundationof Leadership Trust: The Foundation of Leadership ©X 2003 Prentice Hall Inc. E HIBIT 12-1 All rights reserved. 12–4
- 5. Trust and Leadership Trustand Leadership Leadership Leadership TRUST TRUST and and INTEGRITY INTEGRITY © 2003 Prentice Hall Inc. All rights reserved. 12–5
- 6. Three Types ofTrust Three Types of Trust © 2003 Prentice Hall Inc. All rights reserved. 12–6
- 7. Leaders as Shapersof Meaning: Framing Leaders as Shapers of Meaning: Framing Issues 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 Leadership Charismatic 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 ofCharismatic Leaders Key Characteristics of Charismatic Leaders © 2003 Prentice Hall Inc. EXHIBIT 12-2 All rights reserved. 12–9
- 10. Transactional and TransformationalLeadership Transactional 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 TransactionalLeaders Characteristics of Transactional Leaders © 2003 Prentice Hall Inc. EXHIBIT 12– 12-3a All rights reserved. 11
- 12. Characteristics of TransformationalLeaders Characteristics of Transformational Leaders © 2003 Prentice Hall Inc. EXHIBIT 12– 12-3b All rights reserved. 12
- 13. Visionary Leadership Visionary 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 aVisionary Leader Qualities 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 andLeadership Emotional Intelligence and Leadership Effectiveness Effectiveness 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:Providing Contemporary Leadership Roles: Providing Team Leadership Team 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:Mentoring Contemporary 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: ContemporaryLeadership Roles: Self-Leadership Self-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 Leadership Moral 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 anAttribution Leadership 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 Neutralizersfor Leadership Substitutes and Neutralizers for Leadership © 2003 Prentice Hall Inc. EXHIBIT 12– 12-5 All rights reserved. 21
- 22. Finding and CreatingEffective Leaders 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 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