Management 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
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
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).
© 2005 Prentice Hall Inc. All rights reserved. 12–2

Dimensions of Trust
 Integrity  Loyalty
– honesty and truthfulness. – the willingness to protect
and save face for another
 Competence
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.

Trust and Leadership
Leadership
TRUST
and
INTEGRITY

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.
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.

Framing: Using Words to Shape Meaning and
Inspire Others
Framing
A way to use language to
manage meaning.
Leaders use framing (selectively including or

excluding facts) to influence how others see
and interpret reality.

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:

1. Articulating the vision
2. Setting high performance expectations
3. Conveying a new set of values
4. Making personal sacrifices

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.

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
and who possess charisma.
Emotional Intelligence and Leadership
Effectiveness
Elements of Emotional
Intelligence:
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills

Contemporary Leadership Roles: Providing
Team Leadership
Team Leadership Roles:

• Act as liaisons with
external constituencies.
• Serve as troubleshooters.
• Managing conflict.
• Coaching to improve team
member performance

Contemporary Leadership Roles: Mentoring
Mentor
Mentoring Activities:
A senior employee who
sponsors and supports a • Present ideas clearly
less-experienced • Listen well
employee (a protégé).
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance

Contemporary Leadership Roles:
Self-Leadership
Self-Leadership
Creating self leaders:
A set of processes
• Model self-leadership.
through which
• Encourage employees to
individuals control create self-set goals.
their own behavior.
• Encourage the use of self-
rewards.
• Create positive thought
patterns.
• Create a climate of self-
leadership.
• Encourage self-criticism.

Ethical Leadership
Actions:
• Work to positively change the attitudes and
behaviors of employees.
• Engage in socially constructive behaviors.
• Do not abuse power or use improper means to
attain goals.

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

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:

• 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 a
leader.

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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Chapter 12

© 2005 Prentice Hall Inc. All rights reserved. 12–2

© 2005 Prentice Hall Inc. All rights reserved. 12–3

© 2005 Prentice Hall Inc. All rights reserved. 12–4

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Leaders use framing (selectively including or

© 2005 Prentice Hall Inc. All rights reserved. 12–7

Charismatic Leadership Theory

Charismatics Influence Followers By:

© 2005 Prentice Hall Inc. All rights reserved. 12–8

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task requirements. • Laissez-Faire

Transformational Leaders • Charisma

Leaders who provide • Inspiration

© 2005 Prentice Hall Inc. All rights reserved. 12–11

Team Leadership Roles:

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Attribution Theory of Leadership

Qualities attributed to leaders:

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© 2005 Prentice Hall Inc. All rights reserved. 12–18

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