The document discusses various leadership theories and concepts including framing, charismatic leadership, transactional vs transformational leadership, authentic leadership, ethical leadership, trust, team leadership, self-leadership, online leadership, substitutes for leadership, and selecting and training effective leaders. Key points covered include how leaders use language to shape meaning, characteristics of charismatic leaders like having a vision and unconventional behavior, the four I's of transformational leadership, and substitutes theory suggesting professionalism can replace the need for relationship-oriented leadership.

1. Contemporary Issues in Leadership Chapter THIRTEEN

2. Framing: Using Words to Shape Meaning and Inspire Others Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality. Framing A way to use language to manage meaning.

7. Characteristics of Transactional Leaders E X H I B I T 13 –2 Contingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments. Management by Exception (active): Watches and searches for deviations from rules and standards, takes corrective action. Management by Exception (passive): Intervenes only if standards are not met. Laissez-Faire: Abdicates responsibilities, avoids making decisions. Source: B. M. Bass, “From Transactional to Transformational Leadership: Learning to Share the Vision,” Organizational Dynamics , Winter 1990, p. 22. Reprinted by permission of the publisher. American Management Association, New York. All rights reserved.

8. Full Range of Leadership Model

9. Characteristics of Transformational Leaders E X H I B I T 13 –2 (cont’d) Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, advises.

12. 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). E X H I B I T 13 –4

14. Three Types of Trust Deterrence-based Trust Trust based on fear of reprisal if the trust is violated. Identification-based Trust Trust based on a mutual understanding of each other’s intentions and appreciation of the other’s wants and desires. Knowledge-based Trust Trust based on behavioral predictability that comes from a history of interaction.

16. Employees’ Trust in Their CEOs Employees who believe in senior management: Source: Gantz Wiley Research. Reproduced in USA Today , February 12, 2003, p. 7B. E X H I B I T 12 –2

18. Contemporary Leadership Roles: Providing Team Leadership, cont’d. E X H I B I T 13-6

23. Substitutes and Neutralizers for Leadership E X H I B I T 13 –7 Relationship- Task- Oriented Oriented Defining Characteristics Leadership Leadership Individual Experience/training No effect on Substitutes for Professionalism Substitutes for Substitutes for Indifference to rewards Neutralizes Neutralizes Job Highly structured task No effect on Substitutes for Provides its own feedback No effect on Substitutes for Intrinsically satisfying Substitutes for No effect on Organization Explicit formalized goals No effect on Substitutes for Rigid rules and procedures No effect on Substitutes for Cohesive work groups Substitutes for Substitutes for Source: Based on S. Kerr and J. M. Jermier, “Substitutes for Leadership: Their Meaning and Measurement,” Organizational Behavior and Human Performance , December 1978, p. 378.