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Leadership And Trust
   Define leader and leadership
   Compare and contrast early leadership
    theories
   Describe the four major contingency
    leadership theories
   Describe modern views of leadership and the
    issues facing today’s leaders
   Discuss trust as the essence of leadership
   Leader
       Someone who can influence others and who has
        managerial authority
   Leadership
       The process of leading a group and influencing that
        group to achieve its goals
   Trait Theories of Leadership
       Theories that isolate characteristics (traits) that
        differentiate leaders from non-leaders
   1) Drive “high effort level”
   2)Desire to lead “strong desire to influence and
    lead others”
   3)Honesty & integrity “ build trusting
    relationships with followers by being truthful”
   4)Intelligence “to gather large amount of
    information and be able to create vision ,solve
    problems and make correct decisions.
   5)Self-confedance “ in order to convince
    followers of the rightness of their goals and
    decisions
   6)job-relevant knowledge “high degree of
    knowledge about the company , industry, and
    technical matters.
   7)Extravision “ are energetic, lively people,
    sociable, and rarely silent or withdrawn
Leadership And Trust
   Behavior
       The actions of people

   Behavioral Theories of
    Leadership
       Theories that isolate
        behaviors that
        differentiate effective
        leaders from ineffective
        leaders
   1)Autocratic Style
       A leader who
        centralizes
        authority, dictates
        work methods, makes
        unilateral
        decisions, and limits
        employee
        participation
   2)Democratic Style
       A leader who involves
        employees in decision
        making, delegates
        authority, encourages
        participation in
        deciding work
        methods, and uses
        feedback to coach
        employees
   3)Laissez-Faire Style
       A leader who
        generally gives
        employees complete
        freedom to make
        decisions and to
        complete their work
        however they see fit
Identified two categories that accounted
for most of the leadership behavior

INITIATING STRUCTURE             CONSIDERATION

   The extent to which a           The extent to which a leader
    leader defines and               has job relationships
                                     characterized by mutual
    structures his or her role       trust, respect for employees’
    and the roles of                 ideas, and regard for their
    employees to attain              feelings
    goals
   High- high style generally produced positive
    outcomes
Also developed two dimensions of
leadership behavior

EMPLOYEE ORIENTED               PRODUCTION ORIENTED

     A leader who emphasizes        A leader who emphasizes
      the people aspects.             the technical or task
     Accept individual                aspects
      differences among              Concern mainly with
      members                         accomplishing their group
                                      task.
   Production oriented have lower group
    productivity and lower worker satisfaction
   Employee Oriented have high group
    productivity and higher job satisfaction
Situational Leadership Theory (SLT)
       A leadership contingency theory that focuses on
        followers’ readiness


   Readiness
       The extent to which people have the ability and
        willingness to accomplish a specific task
   Telling (high task–low relationship)
       The leader defines roles and tells people what, how,
        when, and where to do various tasks
   Selling (high task–high relationship)
       The leader provides both directive and supportive
        behavior
   Participating (low task–high relationship)
       The leader and followers share in decision making;
        the main role of the leader is facilitating and
        communicating
   Delegating (low task–low relationship)
       The leader provides little direction or support
Unable             Unable          Able               Able

Unwilling          Willing         Unwilling          Willing



Not competent or   Motivated but   Competent but      Competent and
confident          lack of         don’t want to do   confident
                   experience      something


R1                 R2              R3                 R4
   Transactional Leaders
     Leaders who lead primarily by using social
      exchanges (or transactions)
     more concerned with maintaining the normal flow
      of operations
     does not look ahead in strategically guiding an
      organization to a position of market leadership;
      instead, these managers are solely concerned with
      making sure everything flows smoothly today.
   Transformational Leaders
       Leaders who stimulate and inspire (transform)
        followers to achieve extraordinary outcomes
       goes beyond managing day-to-day operations and
        crafts strategies for taking his company, department
        or work team to the next level of performance and
        success.
       set goals and incentives to push their subordinates
        to higher performance levels, while providing
        opportunities for personal and professional growth
        for each employee.
   Charismatic Leaders
       Enthusiastic, self-confident
        leaders whose personalities
        and actions influence people to
        behave in certain ways
   Visionary Leadership
       The ability to create and
        articulate a
        realistic, credible, and
        attractive vision of the future
        that improves on the present
        situation
   Credibility
       The degree to which
        followers perceive
        someone as honest,
        competent, and able
        to inspire
   Trust
       The belief in the
        integrity, character,
        and ability of a leader
Leadership And Trust
Leadership And Trust
Leadership And Trust
Leadership And Trust
Leadership And Trust
Leadership And Trust

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Leadership And Trust

  • 2. Define leader and leadership  Compare and contrast early leadership theories  Describe the four major contingency leadership theories  Describe modern views of leadership and the issues facing today’s leaders  Discuss trust as the essence of leadership
  • 3. Leader  Someone who can influence others and who has managerial authority  Leadership  The process of leading a group and influencing that group to achieve its goals
  • 4. Trait Theories of Leadership  Theories that isolate characteristics (traits) that differentiate leaders from non-leaders
  • 5. 1) Drive “high effort level”  2)Desire to lead “strong desire to influence and lead others”  3)Honesty & integrity “ build trusting relationships with followers by being truthful”  4)Intelligence “to gather large amount of information and be able to create vision ,solve problems and make correct decisions.
  • 6. 5)Self-confedance “ in order to convince followers of the rightness of their goals and decisions  6)job-relevant knowledge “high degree of knowledge about the company , industry, and technical matters.  7)Extravision “ are energetic, lively people, sociable, and rarely silent or withdrawn
  • 8. Behavior  The actions of people  Behavioral Theories of Leadership  Theories that isolate behaviors that differentiate effective leaders from ineffective leaders
  • 9. 1)Autocratic Style  A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation
  • 10. 2)Democratic Style  A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods, and uses feedback to coach employees
  • 11. 3)Laissez-Faire Style  A leader who generally gives employees complete freedom to make decisions and to complete their work however they see fit
  • 12. Identified two categories that accounted for most of the leadership behavior INITIATING STRUCTURE CONSIDERATION  The extent to which a  The extent to which a leader leader defines and has job relationships characterized by mutual structures his or her role trust, respect for employees’ and the roles of ideas, and regard for their employees to attain feelings goals
  • 13. High- high style generally produced positive outcomes
  • 14. Also developed two dimensions of leadership behavior EMPLOYEE ORIENTED PRODUCTION ORIENTED  A leader who emphasizes  A leader who emphasizes the people aspects. the technical or task  Accept individual aspects differences among  Concern mainly with members accomplishing their group task.
  • 15. Production oriented have lower group productivity and lower worker satisfaction  Employee Oriented have high group productivity and higher job satisfaction
  • 16. Situational Leadership Theory (SLT)  A leadership contingency theory that focuses on followers’ readiness  Readiness  The extent to which people have the ability and willingness to accomplish a specific task
  • 17. Telling (high task–low relationship)  The leader defines roles and tells people what, how, when, and where to do various tasks  Selling (high task–high relationship)  The leader provides both directive and supportive behavior
  • 18. Participating (low task–high relationship)  The leader and followers share in decision making; the main role of the leader is facilitating and communicating  Delegating (low task–low relationship)  The leader provides little direction or support
  • 19. Unable Unable Able Able Unwilling Willing Unwilling Willing Not competent or Motivated but Competent but Competent and confident lack of don’t want to do confident experience something R1 R2 R3 R4
  • 20. Transactional Leaders  Leaders who lead primarily by using social exchanges (or transactions)  more concerned with maintaining the normal flow of operations  does not look ahead in strategically guiding an organization to a position of market leadership; instead, these managers are solely concerned with making sure everything flows smoothly today.
  • 21. Transformational Leaders  Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes  goes beyond managing day-to-day operations and crafts strategies for taking his company, department or work team to the next level of performance and success.  set goals and incentives to push their subordinates to higher performance levels, while providing opportunities for personal and professional growth for each employee.
  • 22. Charismatic Leaders  Enthusiastic, self-confident leaders whose personalities and actions influence people to behave in certain ways  Visionary Leadership  The ability to create and articulate a realistic, credible, and attractive vision of the future that improves on the present situation
  • 23. Credibility  The degree to which followers perceive someone as honest, competent, and able to inspire  Trust  The belief in the integrity, character, and ability of a leader