1. Chapter 12
Contemporary
Issues in
Leadership
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
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2. Trust: The Foundation of Leadership
Trust: The Foundation of Leadership
Trust
A positive expectation that another will not—through
words, actions, or decisions—act opportunistically.
Trust is a history-dependent process (familiarity)
based on relevant but limited samples of experience
(risk).
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3. Dimensions of Trust
Dimensions of Trust
 Integrity  Loyalty
– honesty and truthfulness. – the willingness to protect
and save face for
 Competence
another person.
– an individual’s technical  Openness
and interpersonal
knowledge and skills. – reliance on the person to
give you the full truth.
 Consistency
– an individual’s reliability,
predictability, and good
judgment in handling
situations.
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4. Trust and Leadership
Trust and Leadership
Leadership
Leadership
TRUST
TRUST
and
and
INTEGRITY
INTEGRITY
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5. Three Types of Trust
Three Types of Trust
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated.
Knowledge-based Trust
Trust based on behavioral
predictability that comes
from a history of interaction.
Identification-based Trust
Trust based on a mutual understanding of each
other’s intentions and appreciation of the other’s
wants and desires.
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6. Basic Principles of Trust
Basic Principles of Trust
 Mistrust drives out trust.
 Trust begets trust.
 Growth often masks mistrust.
 Decline or downsizing tests the highest levels of
trust.
 Trust increases cohesion.
 Mistrusting groups self-destruct.
 Mistrust generally reduces productivity.
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7. Framing: Using Words to Shape Meaning and
Framing: Using Words to Shape Meaning and
Inspire Others
Inspire Others
Framing
A way to use language to
manage meaning.
Leaders use framing (selectively including or
Leaders use framing (selectively including or
excluding facts) to influence how others see
excluding facts) to influence how others see
and interpret reality.
and interpret reality.
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8. Inspirational Approaches to Leadership
Inspirational Approaches to Leadership
Charismatic Leadership Theory
Followers make attributions of heroic or
extraordinary leadership abilities when they observe
certain behaviors.
Charismatics Influence Followers By:
Charismatics Influence Followers By:
1. Articulating the vision
1. Articulating the vision
2.
2. Setting high performance expectations
Setting high performance expectations
3.
3. Conveying a new set of values
Conveying a new set of values
4. Making personal sacrifices
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9. Beyond Charismatic Leadership
Beyond Charismatic Leadership
 Level 5 Leaders
– Possess a fifth dimension—a paradoxical blend of
personal humility and professional will—in addition to
the four basic leadership qualities of individual
capability, team skills, managerial competence, and
the ability to stimulate others to high performance.
– Channel their ego needs away from themselves and
into the goal of building a great company.
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10. Transactional and Transformational Leadership
Transactional and Transformational Leadership
Transactional Leaders
• Contingent Reward
Leaders who guide or • Management by
motivate their followers in Exception (active)
the direction of established • Management by
goals by clarifying role and Exception (passive)
task requirements. • Laissez-Faire
Transformational Leaders • Charisma
Leaders who provide • Inspiration
individualized consideration • Intellectual Stimulation
and intellectual stimulation, • Individual Consideration
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11. Emotional Intelligence and Leadership
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
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12. 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.
•• Managing conflict.
Managing conflict.
•• Coaching to improve team
Coaching to improve team
member performance
member performance
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13. Contemporary Leadership Roles: Mentoring
Contemporary Leadership Roles: Mentoring
Mentor
Mentoring Activities: :
Mentoring Activities
A senior employee who
sponsors and supports a •• Present ideas clearly
Present ideas clearly
less-experienced •• Listen well
Listen well
employee (a protégé).
•• Empathize
Empathize
•• Share experiences
Share experiences
•• Act as role model
Act as role model
•• Share contacts
Share contacts
•• Provide political
Provide political
guidance
guidance
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14. Contemporary Leadership Roles:
Contemporary Leadership Roles:
Self-Leadership
Self-Leadership
Self-Leadership
Creating self leaders: :
Creating self leaders
A set of processes
• • Model self-leadership.
Model self-leadership.
through which
• • Encourage employees to
individuals control Encourage employees to
create self-set goals.
create self-set goals.
their own behavior.
• • 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.
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15. Ethical Leadership
Ethical Leadership
Actions::
Actions
•• Work to positively change the attitudes and
Work to positively change the attitudes and
behaviors of employees.
behaviors of employees.
•• Engage in socially constructive behaviors.
Engage in socially constructive behaviors.
•• Do not abuse power or use improper means to
Do not abuse power or use improper means to
attain goals.
attain goals.
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16. Online Leadership
Online Leadership
 Leadership at a Distance: Building Trust
– The lack of face-to-face contact in electronic
communications removes the nonverbal cues that
support verbal interactions.
– There is no supporting context to assist the receiver
with interpretation of an electronic communication.
– The structure and tone of electronic messages can
strongly affect the response of receivers.
– An individual’s verbal and written communications may
not follow the same style.
– Writing skills will likely become an extension of
interpersonal skills
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17. Challenges to the Leadership Construct
Challenges to the Leadership Construct
Attribution Theory of Leadership
The idea that leadership is merely an attribution that
people make about other individuals.
Qualities attributed to leaders: :
Qualities attributed to leaders
• • Leaders are intelligent, outgoing, have strong verbal
Leaders are intelligent, outgoing, have strong verbal
skills, are aggressive, understanding, and industrious.
skills, are aggressive, understanding, and industrious.
• • Effective leaders are perceived as consistent and
Effective leaders are perceived as consistent and
unwavering in their decisions.
unwavering in their decisions.
• • Effective leaders project the appearance of being aa
Effective leaders project the appearance of being
leader.
leader.
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18. Finding and Creating Effective 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.
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