Chapter 11 Leadership and Trust ?????

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Chapter 11Leadership and Trust?????
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Learning Outcomes

• Define the term leader
• Compare leaders and managers
• Review the trait theories of leadership
• Describe the Fiedler contingency model
• Summarize the path-goal leadership theory

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Learning Outcomes

• Explain situational leadership
• Discuss the qualities of charismatic leaders
• Describe the skills of visionary leaders
• Explain the roles of effective team leaders
• Identify the five dimensions of trust

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What Is Leadership?

• A definition of management
• A definition of leadership
• Formal and informal leaders
• Leadership and management

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??????????(Six Traits That Differentiate Leaders
from Nonleaders)

???(Drive)??????????????????????????????????????????????????????? ???(Desire to lead)??????????? ??????,??????????? ?????(Honesty and integrity)??????????????????????????????
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?????????? (Cont.)(Six Traits That Differentiate
Leaders from Nonleaders)

??(Self-confidence)??????????????????????????????????????????????? ??(Intelligence)?????????????????????????,??????????????????????? ????????(Job-relevant knowledge)??? ??????????????????????????????????????????
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Continuum of Leader Behavior
Manager makes decision
Autocratic
Boss-Centered Leadership
Manager sells decision
Consultative
Manager presents ideas
Manager presents tentative decision
Participative
Manager presents problem
Democratic
Employee-Centered Leadership
Manager sets decision limits
Employees make decision
Laissez-faire
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The Managerial Grid ??

• (1,1)???????????????????
• (9,1)????????????????,?????
• ?????????
• (1,9)??????????????????????
• ??????
• (5,5)????????????????????,?
• ???????????????
• (9,9)??????????????????????
• ,????????????????

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Contingency Theories of Leadership

• 1.Fiedler Model
• 2.Path-goal theory
• 3.Leader-participation model
• 4.Hersey and Blanchards situational leadership
  theory

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Fiedlers LPC Scale
8 7 6 5 4 3 2 1
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Unpleasant Unfriendly Accepting Frustrating Enthus
iastic Relaxed Close Warm Uncooperative Hostile In
teresting Harmonious Hesitant Inefficient Cheerful
Guarded
Pleasant Friendly Rejecting Helpful Unenthusiastic
Tense Distant Cold Cooperative Supportive Boring
Quarrelsome Self-assured Efficient Gloomy Open
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Findings of the Fiedler Model
High
People-Oriented
Task-Oriented
Performance
Low
Favorable
Moderate
Unfavorable
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The Path-Goal Theory
Environmental Situational Factors
Outcomes
Leader Behavior
Subordinate Situational Factors
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Leader Participation Model
Employee Involvement Continuum
Increased Leader Control
Increased Employee Involvement
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Contingency Variables in the Revised
Leader-Participation Model
Quality Requirement
Commitment Requirement
Leader Information
Problem Structure
Commitment Probability
Goal Congruence
Employee Conflict
Employee Information
Time Constraint
Geographic Dispersion
Motivation Time
Motivation Development
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The Situational Leadership Model
Style of Leader
High task and high relationship
High relationship and low task
S3
S2
Selling
Participating
Relationship Behavior
Telling
Delegating
Low relationship and low task
High task and low relationship
Task Behavior
S4
S1
High
Moderate
Low
R4
R1
Able and willing
Unable and unwilling
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Charismatic Leadership

• Self-confidence
• Vision and articulation
• Strong convictions
• Extraordinary behavior
• Image as a change agent
• Environmental sensitivity

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Visionary Leadership
Explain the Vision
Express the Vision
Extend the Vision
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What Is Trust?

• Integrity
• Competence
• Consistency
• Loyalty
• Openness

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Three Types of Trust
Deterrence- Based
Knowledge- Based
Identification- Based