Contemporary Issues in Leadership Chapter THIRTEEN

Framing: Using Words to Shape Meaning and Inspire OthersLeaders use framing (selectively including or excluding facts) to influence how others see and interpret reality.FramingA way to use language to manage meaning

Considerable maneuverability with respect to facts Leaders can use language to shape perceptions

Through framing leaders determine whether people notice problems , and how they react to problems.Charismatic a certain quality of an individual that sets him apart from ordinary people and treated as endowed with supernatural , superhuman or exceptional powers or personality.

Inspirational Approaches to LeadershipCharismatic 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.Charismatic Leadership TheoryFollowers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

Key Characteristics of Charismatic LeadersE X H I B I T 131Vision and articulation. Has a visionexpressed as an idealized goalthat proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to othersPersonal risk. Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the visionEnvironmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about changeSensitivity to follower needs. Perceptive of others abilities and responsive to their needs and feelingsUnconventional behavior. Engages in behaviors that are perceived as novel and counter to normsSource: Based on J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, CA: Sage, 1998), p. 94.

Charismatic behaviours can be learnt: optimistic view , creating a bond that inspires people o follow , tapping in others emotionsHow C leadersd influence followers : Vision statementCommunicates performance expectations and confidence in followers.Conveys thru words and actions a new set of values , sets eg to follow.

Vision definedCompelling imagery that draws upon peoples emotions and energy Creates enthusiasm Inspirational possibilities that are value centered. realiseable and fit the times and situationCharisma is more successful when the followers task has an ideological component or when the environment has stress and uncertainityLevel in the organisation since vision is a key component of charisma.Charismatic leadership may affect some followers more than others

Vision likely to fail if it does not offer a view of the future that is clearly visible and demonstrably better for the organisation and its people.The dark side of charisma:make co in their own imageEgo driven charismaSelf interests and personal goals are overridingIntolerant of criticismPerforming firms show an absence of ego driven charismatic leaders. Who generate extraordinary results without fanfare.

They have the basic qualities:Indi capability , team skills , managerial competence and the ability to stimulate others to high level of performance

Beyond Charismatic Leadership Level 5 LeadersPossess a fifth dimensiona paradoxical blend of personal humility and professional willin addition to the four basic leadership qualities of individual capability, team skills, managerial competence, and the ability to stimulate others to high performanceChannel their ego needs away from themselves and into the goal of building a great company

Transactional and Transformational LeadershipContingent RewardManagement by Exception (active)Management by Exception (passive)Laissez-FaireIdealized InfluenceInspirational MotivationIntellectual StimulationIndividual ConsiderationTransactional LeadersLeaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirementsTransformational LeadersLeaders who provide the four Is (individualized consideration, inspirational motivation, idealized influence, and intellectual stimulation)

Characteristics of Transactional LeadersE X H I B I T 132Contingent 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 actionManagement by Exception (passive): Intervenes only if standards are not metLaissez-Faire: Abdicates responsibilities, avoids making decisionsSource: B. M. Bass, From Transactional to Transformational Leadership: Learning to Share the Vision, Organizational Dynamics, Winter 1990, p. 22. Reprinted by permission of the publisher. American Management Association, New York. All rights reserved.

Full Range of Leadership Model

Characteristics of Transformational LeadersE X H I B I T 132 (contd)Idealized Influence: Provides vision and sense of mission, instills pride, gains respect and trustInspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple waysIntellectual Stimulation: Promotes intelligence, rationality, and careful problem solvingIndividualized Consideration: Gives personal attention, treats each employee individually, coaches, advises

Transformational leadership is built on top of transactional leadership transformational leader is superior to Charismatic leader

Authentic Leaders and Ethical BehaviorAuthentic leaders know who they are, what they believe in and value, and act on those values openly and candidly. Followers see them as ethical. Authentic leaders share info , encourage open communication and stick to ideals.Ethical leaders use ethical means to get followers to achieve their goals, and the goals themselves are ethical. Charisma has an ethical component

Ethical LeadershipActionsWork to positively change the attitudes and behaviors of employeesEngage in socially constructive behaviorsDo not abuse power or use improper means to attain goals

Trust: The Foundation of LeadershipTrustA positive expectation that another will notthrough words, actions, or decisionsact opportunisticallyTrust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk)E X H I B I T 134

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

Trust and trust worthiness moderate the leaders access to knowledge and cooperation.

Three Types of TrustDeterrence-based TrustTrust based on fear of reprisal if the trust is violated. To be effective the potential loss of future interaction must outweigh the potential profit that comes from violating that trust .the potentially harmed party must be willing to introduce harm

Most new relationships begin on this trust.

Knowledge-based TrustTrust based on behavioral predictability that comes from a history of interactionRelies on information rather than deterrence.

Trust based on a mutual understanding of one anothers intentions and appreciation of the others wants and desiresKnowledge based trust is not broken by inconsistent behaviour.

Identification based trust: emotional connection between the parties.One person acts as substitute for the other in interpersonal transactions

Trust exists because the parties understand each others intentions.Controls are minimal.

Basic Principles of TrustMistrust 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.

Employees Trust in Their CEOsEmployees who believe in senior management:Source: Gantz Wiley Research. Reproduced in USA Today, February 12, 2003, p. 7B.E X H I B I T 122

Contemporary Leadership Roles: Providing Team LeadershipTeam Leadership RolesAct as liaisons with external constituenciesServe as troubleshootersManaging conflictCoaching to improve team member performance

Contemporary Leadership Roles: Providing Team Leadership, contd.E X H I B I T 13-6

Contemporary Leadership Roles: MentoringMentoring ActivitiesPresent ideas clearlyListen wellEmpathizeShare experiencesAct as role modelShare contactsProvide political guidanceMentorA senior employee who sponsors and supports a less-experienced employee (a protg)

Career functions:get challenging and visible assignmentsCoaching to develop skillsExposure to influential personsProtecting from risks to reputationNominating for promotionsSonding board for ideasPSYCHOSOCIAL FUNCTIONS:ConselingSharing personal experiencesAcceptance , role model.

Contemporary Leadership Roles: Self-LeadershipCreating Self-LeadersModel self-leadershipEncourage employees to create self-set goalsEncourage the use of self-rewardsCreate positive thought patternsCreate a climate of self-leadershipEncourage self-criticismSelf-LeadershipA set of processes through which individuals control their own behavior.

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

Challenges to the Leadership ConstructQualities Attributed to LeadersLeaders 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.Attribution Theory of LeadershipThe idea that leadership is merely an attribution that people make about other individuals

Substitutes and Neutralizers for LeadershipE X H I B I T 137Relationship-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 Source: Based on S. Kerr and J. M. Jermier, Substitutes for Leadership: Their Meaning and Measurement, Organizational Behavior and Human Performance, December 1978, p. 378.

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 jobTrainingRecognize 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

Which theory suggests that if youre a lawyer, you might not need a relationship or a task-oriented leader?

Chapter Check-up: Contemporary Issues in Leadership Substitutes for Leadership Theory suggests that professionalism (which a professional lawyer would have) can actually substitute for task- and relationship-based leadership.

If your leader skips down the hall, which theory suggests the type of leader she or he is?

TransformationalTransactional Level 5Full RangeCharismatic

Chapter Check-up: Contemporary Issues in Leadership Your leader is exhibiting unconventional behavior, which is something charismatic leaders do.

Julie spends time with each subordinate and knows their development plans for the next five years. Julie exhibits ____________.

Inspirational MotivationUnconventional Behavior Individualized ConsiderationFull Range LeadershipCharismatic Leadership

Chapter Check-up: Contemporary Issues in Leadership Julie is showing individualized consideration, part of transformational leadership.