Transcript Leadership and Trust

Leadership and Trust
©Prentice Hall, 2001
Chapter 11
1
Learning Outcomes
• Define the term leader
• Compare leaders and managers
• Review the trait theories of leadership
• Describe the Fiedler contingency model
• Summarize the path-goal leadership theory
©Prentice Hall, 2001
Chapter 11
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Learning Outcomes
• Explain situational leadership
• Discuss the qualities of charismatic leaders
• Describe the skills of visionary leaders
• Explain the roles of effective team leaders
• Identify the five dimensions of trust
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What Is Leadership?
• A definition of management
• A definition of leadership
• Formal and informal leaders
• Leadership and management
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Trait Theories of Leadership
Ambition
and Energy
Desire
to Lead
Honesty
and Integrity
SelfConfidence
Intelligence
Job-Relevant
Knowledge
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Continuum of Leader Behavior
Autocratic
Manager
sells decision
Consultative
Manager
presents ideas
Manager presents
tentative decision
Participative
Manager presents
problem
Democratic
Manager sets
decision limits
Employees
make decision
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Employee-Centered Leadership
Boss-Centered Leadership
Manager
makes decision
Laissez-faire
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Formal Studies
of Behavioral Styles
Ohio State
Initiating Structure
Consideration
University of
Michigan
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Employee-Orientation
Production-Orientation
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The Managerial Grid
1
(1,9)
(9,9)
Concern for People
2
3
4
5
(5,5)
6
7
8
9
(9,1)
(1,1)
1
2
3
4
5
6
7
8
9
Concern for Production
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Chapter 11
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Fiedler’s LPC Scale
8 7 6 5 4 3 2 1
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Pleasant
Friendly
Rejecting
Helpful
Unenthusiastic
Tense
Distant
Cold
Cooperative
Supportive
Boring
Quarrelsome
Self-assured
Efficient
Gloomy
Open
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Unpleasant
Unfriendly
Accepting
Frustrating
Enthusiastic
Relaxed
Close
Warm
Uncooperative
Hostile
Interesting
Harmonious
Hesitant
Inefficient
Cheerful
Guarded
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Findings of the Fiedler Model
High
Performance
People-Oriented
Task-Oriented
Low
Favorable
• Category
• Leader-Member
Relations
• Task Structure
• Position Power
©
Moderate
I
II
Good
High
Strong
Unfavorable
Good
III
Good
IV
Good
V
Poor
VI
Poor
VII
Poor
VIII
Poor
High
Weak
Low
Strong
High
Weak
High
Strong
High
Weak
Low
Strong
Low
Weak
The Path-Goal Theory
Environmental
Situational Factors
Leader
Behavior
Outcomes
Subordinate
Situational Factors
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Leader Participation Model
Employee Involvement Continuum
Increased Leader Control
1
2
3
4
5
Increased Employee Involvement
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Contingency Variables in the Revised
Leader-Participation Model
Quality
Requirement
Commitment
Requirement
Leader
Information
Problem
Structure
Commitment
Probability
Goal
Congruence
Employee
Conflict
Employee
Information
Time
Constraint
Geographic
Dispersion
Motivation
Time
Motivation
Development
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The Situational Leadership Model
Relationship
Behavior
High relationship
and low task
Low relationship
and low task
Style
of Leader
S3
S2
Participating
Selling
Delegating
Telling
Task Behavior
S4
High
S1
Moderate
High task and
high relationship
High task and
low relationship
Low
R4
R3
R2
R1
Able and
willing
Able and
unwilling
Unable and
Willing
Unable and
unwilling
©Prentice Hall, 2001
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Charismatic Leadership
• Self-confidence
• Vision and articulation
• Strong convictions
• Extraordinary behavior
• Image as a change agent
• Environmental sensitivity
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Visionary Leadership
Explain
the Vision
Express
the Vision
Extend
the Vision
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Chapter 11
16
Leadership
Styles
Transactional
Leaders
Transformational
Leaders
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Chapter 11
Motivation
versus
Inspiration
17
Coaches
Liaisons
Team Leader
Roles
Conflict
Managers
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TroubleShooters
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Leadership
Issues
National
Culture and
Leadership
Substitutes
for Leadership
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Chapter 11
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What Is Trust?
• Integrity
• Competence
• Consistency
• Loyalty
• Openness
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Chapter 11
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Three Types of Trust
DeterrenceBased
KnowledgeBased
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IdentificationBased
Chapter 11
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