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Robbins & JudgeOrganizational Behavior13th EditionChapter 13: Contemporary Issues in LeadershipStudent Study SlideshowBob StretchSouthwestern College13-* 2009 Prentice-Hall Inc. All rights reserved.

2009 Prentice-Hall Inc. All rights reserved.

Chapter Learning ObjectivesAfter studying this chapter, you should be able to:Show how framing influences leadership effectiveness.Define charismatic leadership and show how it influences followers.Contrast transformational with transactional leadership and discuss how transformational leadership works.Define authentic leadership and show why ethics and trust are vital to effective leadership.Identify the three types of trust.Demonstrate the importance of mentoring, self-leadership, and virtual leadership to our understanding of leadership.Identify when leadership may not be necessary.Explain how to find and create effective leaders.Assess whether charismatic and transformational leadership generalizes across cultures.13-* 2009 Prentice-Hall Inc. All rights reserved.


Inspirational Approaches to LeadershipThe focus is leader as communicatorFraming:A way of communicating that shapes meaningSelective highlighting of facts and eventsIgnored in traditional leadership studiesTwo contemporary leadership theories: Charismatic LeadershipTransformational Leadership 2009 Prentice-Hall Inc. All rights reserved.13-*


Charismatic LeadershipHouses Charismatic Leadership Theory:Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviorsFour characteristics of charismatic leadersHave a visionAre willing to take personal risks to achieve the visionAre sensitive to follower needsExhibit behaviors that are out of the ordinaryTraits and personality are related to charismaPeople can be trained to exhibit charismatic behaviorsExhibit 13.1 2009 Prentice-Hall Inc. All rights reserved.13-*


How Charismatic Leaders Influence FollowersA four-step process:Leader articulates an attractive visionVision Statement: A formal, long-term strategy to attain goalsLinks past, present, and futureLeader communicates high performance expectations and confidence in follower abilityLeader conveys a new set of values by setting an exampleLeader engages in emotion-inducing and often unconventional behavior to demonstrate convictions about the vision 2009 Prentice-Hall Inc. All rights reserved.13-*


Charismatic Leadership IssuesImportance of visionMust be inspirational, value-centered, realizable, and given with superior imagery and articulationCharismatic effectiveness and situationCharisma works best when: The followers task has an ideological componentThere is a lot of stress and uncertainty in the environmentThe leader is at the upper level of the organizationFollowers have low self-esteem and self-worthDark Side of CharismaEgo-driven charismatics allow their self-interest and personal goals to override the organizations goals 2009 Prentice-Hall Inc. All rights reserved.13-*


Beyond Charisma: Level-5 LeadersVery effective leaders who possess the four typical leadership traits: Individual competencyTeam skillsManagerial competenceAbility to stimulate others to high performancePlus one critical new trait A blend of personal humility and professional willPersonal ego-needs are focused toward building a great companyTake responsibility for failures and give credit to others for successes 2009 Prentice-Hall Inc. All rights reserved.13-*


Transactional and Transformational LeadershipTransactional LeadersLeaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirementsTransformational LeadersInspire followers to transcend their own self-interests for the good of the organization; they can have a profound and extraordinary effect on followersNot opposing, but complementary, approaches to leadershipGreat transformational leaders must also be transactional; only one type is not enough for success 2009 Prentice-Hall Inc. All rights reserved.13-*


Characteristics of the Two Types of LeadersTransactionalContingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishmentsManagement by Exception:Active: Watches and searches for deviations from rules and standards, takes corrective actionPassive: Intervenes only if standards are not metLaissez-Faire: Abdicates responsibilities, avoids making decisions

TransformationalIdealized Influence: Provides vision and sense of mission, instills pride, gains respect and trustInspiration: Communicates high expectations, uses symbols to focus efforts, expresses important issues simplyIntellectual Stimulation: Promotes intelligence, rationality, and problem solvingIndividualized Consideration: Gives personal attention, coaches, advisesExhibit 13-2 2009 Prentice-Hall Inc. All rights reserved.13-*


Full Range of Leadership ModelLeadership styles listed from passive to very activeNote the ineffective styles are mostly transactionalIt is all about influencing followers

Exhibit 13-3 2009 Prentice-Hall Inc. All rights reserved.13-*


Issues with Transformational LeadershipBasis for Action:Transformational leadership works by encouraging followers to be more innovative and creative and by providing ambitious goalsEvaluation Based on the Research:This theory does show high correlations with desired outcomesThis style of leadership can be taughtTransformational vs. Charismatic Leadership:Similar concepts, but transformational leadership may be considered a broader concept than charismaInstrument-based testing shows the measures to be roughly equivalent 2009 Prentice-Hall Inc. All rights reserved.13-*


Authentic Leadership: Ethics and TrustAuthentic Leaders:Ethical people who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidlyPrimary quality is trustBuild trust by:Sharing informationEncouraging open communicationSticking to their idealsStill a new topic; needs more research 2009 Prentice-Hall Inc. All rights reserved.13-*


Ethics, Trust, and LeadershipEthics touch on many leadership stylesAs the moral leaders of organizations, CEOs must demonstrate high ethical standardsSocialized charismatic leadership: leaders who model ethical behaviorsTrust:The positive expectation that another person will not act opportunisticallyComposed of a blend of familiarity and willingness to take a risk Five key dimensions: integrity, competence, consistency, loyalty, and opennessExhibit 13-4 2009 Prentice-Hall Inc. All rights reserved.13-*


Five Key Dimensions of TrustIntegrityHonesty and truthfulnessCompetenceAn individuals technical and interpersonal knowledge and skillsConsistencyAn individuals reliability, predictability, and good judgment in handling situationsLoyaltyThe willingness to protect and save face for another personOpennessReliance on the person to give you the full truth 2009 Prentice-Hall Inc. All rights reserved.13-*


Three Types of TrustDeterrence-based TrustTrust based on fear of reprisal if the trust is violatedKnowledge-based TrustTrust based on behavioral predictability that comes from a history of interactionIdentification-based TrustTrust based on a mutual understanding of one anothers intentions and appreciation of the others wants and desires 2009 Prentice-Hall Inc. All rights reserved.13-*


Basic Principles of TrustMistrust drives out trustTrust begets trustTrust can be regainedMistrusting groups self-destructMistrust generally reduces productivity

2009 Prentice-Hall Inc. All rights reserved.13-*


Contemporary Leadership Roles: MentoringMentor:A senior employee who sponsors and supports a less-experienced employee (a protg)Good teachers present ideas clearly, listen, and empathizeTwo functions: CareerCoaching, assisting, sponsoring PsychosocialCounseling, sharing, acting as a role modelCan be formal or informalMentors tend to select protgs who are similar to them in background: may restrict minorities and women



Contemporary Leadership Roles: Self-LeadershipSelf-LeadershipA set of processes through which individuals control their own behaviorEffective leaders superleaders help followers to lead themselvesImportant in self-managed teamsTo engage in self-leadership:Make a mental chart of your peers and colleaguesFocus on influence and not on controlCreate opportunities; do not wait for them



Contemporary Leadership Roles: Online LeadershipLeadership at a Distance: Building TrustThe 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 individuals verbal and written communications may not follow the same style.Writing skills will likely become an extension of interpersonal skills.



A Challenge to the Leadership ConstructAttribution Theory of LeadershipThe idea that leadership is merely an attribution that people make about other individualsQualities Attributed to Leaders:Leaders are intelligent, outgoing, have strong verbal skills, are aggressive, understanding, and industrious.Effective leaders are perceived as consistent and unwavering in their decisions.Effective leaders project the appearance of being leaders. 2009 Prentice-Hall Inc. All rights reserved.13-*


Another Challenge to the Leadership ConstructSubstitutes and Neutralizers for LeadershipExhibit 13.5 2009 Prentice-Hall Inc. All rights reserved.13-*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


Finding and Creating Effective LeadersSelectionReview specific requirements for the jobUse tests that identify personal traits associated with leadership, measure self-monitoring, and assess emotional intelligenceConduct personal interviews to determine candidates fit with the jobKeep a list of potential candidatesTrainingRecognize that all people are not equally trainableTeach skills that are necessary for employees to become effective leadersProvide behavioral training to increase the development potential of nascent charismatic employees 2009 Prentice-Hall Inc. All rights reserved.13-*


Global ImplicationsCertain types of leadership behaviors work better in some cultures than in othersCharismatic/Transformational LeadershipSeems to work across culturesMay be an universal aspect of leadership in its focus on:Vision and foresightProviding encouragementTrustworthinessDynamic, positive, and proactive traitsGlobalization may be the cause of these common concerns we may be able to train a universal manager, if that person is culturally sensitive! 2009 Prentice-Hall Inc. All rights reserved.13-*


Summary and Managerial ImplicationsCompanies are looking for transformational leaders even if they only look the partTransformational style crosses borders reasonably wellEffective managers must build trust with those they leadLeadership selection and training are important to long-term success



All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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