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Robbins & Judge

Organizational Behavior
13th Edition

Chapter 13: Contemporary


Issues in Leadership
Student Study Slideshow
Bob Stretch
2009 Prentice-Hall Inc. All rights reserved.

Southwestern College
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Chapter Learning Objectives


After 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.

2009 Prentice-Hall Inc. All rights reserved.

13-2

Inspirational Approaches to
Leadership
The focus is leader as communicator
Framing:
A way of communicating that shapes
meaning
Selective highlighting of facts and events
Ignored in traditional leadership studies

Two contemporary leadership theories:


Charismatic Leadership
Transformational Leadership
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Charismatic Leadership
Houses Charismatic Leadership Theory:
Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain
behaviors

Four characteristics of charismatic leaders

Have a vision
Are willing to take personal risks to achieve the vision
Are sensitive to follower needs
Exhibit behaviors that are out of the ordinary

Traits and personality are related to charisma


People can be trained to exhibit charismatic
behaviors
Exhibit 13.1
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How Charismatic Leaders


Influence Followers
A four-step process:
1. Leader articulates an attractive vision

Vision Statement:
A formal, long-term strategy to attain goals

Links past, present, and future

2. Leader communicates high performance


expectations and confidence in follower ability
3. Leader conveys a new set of values by setting an
example
4. Leader engages in emotion-inducing and often
unconventional behavior to demonstrate
convictions about the vision
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Charismatic Leadership
Issues
Importance of vision
Must be inspirational, value-centered, realizable,
and given with superior imagery and articulation

Charismatic effectiveness and situation


Charisma works best when:
The followers task has an ideological component
There is a lot of stress and uncertainty in the
environment
The leader is at the upper level of the organization
Followers have low self-esteem and self-worth

Dark Side of Charisma


Ego-driven charismatics allow their self-interest
and personal goals to override the organizations
goals
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Beyond Charisma: Level-5


Leaders
Very effective leaders who possess the four
typical leadership traits:

Individual competency
Team skills
Managerial competence
Ability to stimulate others to high performance

Plus one critical new trait


A blend of personal humility and professional will
Personal ego-needs are focused toward building
a great company
Take responsibility for failures and give credit to
others for successes
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Transactional and
Transformational Leadership
Transactional Leaders
Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and
task requirements

Transformational Leaders
Inspire followers to transcend their own selfinterests for the good of the organization; they can
have a profound and extraordinary effect on
followers

Not opposing, but complementary, approaches


to leadership
Great transformational leaders must also be
transactional; only one type is not enough for
success
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Characteristics of the Two Types of


Leaders
Transactional

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
Passive: Intervenes only if
standards are not met

Laissez-Faire:
Abdicates responsibilities,
avoids making decisions
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Transformational

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 issues simply

Intellectual Stimulation:
Promotes intelligence,
rationality, and problem
solving

Individualized
Consideration:
Gives personal attention,
coaches, advises
Exhibit 13-2
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Full Range of Leadership


Model
Leadership styles listed from passive
to very active
Note the ineffective styles are mostly
transactional
It is all about influencing followers
Exhibit 13-3

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Issues with Transformational


Leadership
Basis for Action:
Transformational leadership works by encouraging
followers to be more innovative and creative and by
providing ambitious goals

Evaluation Based on the Research:


This theory does show high correlations with
desired outcomes
This style of leadership can be taught

Transformational vs. Charismatic Leadership:


Similar concepts, but transformational leadership
may be considered a broader concept than
charisma
Instrument-based testing shows the measures to be
roughly equivalent
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Authentic Leadership: Ethics


and Trust
Authentic Leaders:
Ethical people who know who they are, know
what they believe in and value, and act on
those values and beliefs openly and candidly
Primary quality is trust

Build trust by:


Sharing information
Encouraging open communication
Sticking to their ideals

Still a new topic; needs more research


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Ethics, Trust, and


Leadership
Ethics touch on many leadership styles
As the moral leaders of organizations, CEOs
must demonstrate high ethical standards
Socialized charismatic leadership: leaders who
model ethical behaviors

Trust:
The positive expectation that another person
will not act opportunistically
Composed of a blend of familiarity and
willingness to take a risk
Five key dimensions: integrity, competence,
consistency, loyalty, and openness
Exhibit 13-4
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Five Key Dimensions of Trust


Integrity
Honesty and truthfulness

Competence
An individuals technical and interpersonal
knowledge and skills

Consistency
An individuals reliability, predictability, and good
judgment in handling situations

Loyalty
The willingness to protect and save face for another
person

Openness
Reliance on the person to give you the full truth
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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
one anothers intentions and appreciation of
the others wants and desires
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Basic Principles of Trust


Mistrust drives out trust
Trust begets trust
Trust can be regained
Mistrusting groups self-destruct
Mistrust generally reduces
productivity
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Contemporary Leadership
Roles: Mentoring
Mentor:
A senior employee who sponsors and supports a lessexperienced employee (a protg)
Good teachers present ideas clearly, listen, and
empathize
Two functions:
Career
Coaching, assisting, sponsoring

Psychosocial
Counseling, sharing, acting as a role model

Can be formal or informal


Mentors tend to select protgs who are similar to
them in background: may restrict minorities and
women
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Contemporary Leadership
Roles: Self-Leadership
Self-Leadership
A set of processes through which individuals
control their own behavior
Effective leaders superleaders help followers
to lead themselves
Important in self-managed teams

To engage in self-leadership:
1.Make a mental chart of your peers and
colleagues
2.Focus on influence and not on control
3.Create opportunities; do not wait for them
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Contemporary Leadership
Roles: 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 individuals verbal and written communications
may not follow the same style.
Writing skills will likely become an extension of
interpersonal skills.
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A Challenge 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
leaders.

2009 Prentice-Hall Inc. All rights reserved.

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Another Challenge to the


Leadership Construct
Substitutes and Neutralizers for
RelationshipTaskLeadership
Exhibit 13.5
Defining Characteristics

oriented
Leadership

oriented
Leadership

No effect on
Substitutes for
Neutralizes

Substitutes for
Substitutes for
Neutralizes

No effect on
No effect on
Substitutes for

Substitutes for
Substitutes for
No effect on

No effect on
No effect on
Substitutes for

Substitutes for
Substitutes for
Substitutes for

Individual
Experience/training
Professionalism
Indifference to rewards

Job
Highly structured task
Provides its own feedback
Intrinsically satisfying

Organization
Explicit formalized goals
Rigid rules and procedures
Cohesive work groups
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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
candidates fit with the job
Keep a list of potential candidates

Training
Recognize that 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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Global Implications
Certain types of leadership behaviors work
better in some cultures than in others
Charismatic/Transformational Leadership
Seems to work across cultures
May be an universal aspect of leadership in its
focus on:

Vision and foresight


Providing encouragement
Trustworthiness
Dynamic, positive, and proactive traits

Globalization may be the cause of these


common concerns we may be able to train a
universal manager, if that person is culturally
sensitive!
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Summary and Managerial


Implications
Companies are looking for
transformational leaders even if they
only look the part
Transformational style crosses borders
reasonably well
Effective managers must build trust with
those they lead
Leadership selection and training are
important to long-term success
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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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