Robbins & Judge (2009)
Organizational Behaviour 13th Edition
Chapter 13
Contemporary Issues in Leadership
© 2009 Prentice-Hall Inc. All rights reserved. Bob Stretch
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.
Leadership is …
Leadership Management
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What is Charisma?
A quality of an individual personality, by virtue of which s/he is set apart from ordinary people and treated as endowed with supernatural, superhuman, or exceptional powers or qualities.
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Charismatic Leadership Theory (R. House)
Four Characteristics of Charismatic Leaders
Have a Vision
Sensitive to
followers’ needs
Willing to take risks
to achieve the vision
Exhibit extraordinary
behaviours
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Are Charismatic Leaders Born or Made?
Charisma is a gift or power of leadership
Charismatic leaders are more likely to be:-
‡ Extroverts, Self-confident, and Achievement-Oriented
‡ Role models for the beliefs and values they want their
followers to adopt
‡ Demonstrate ability that elicits the respect of followers
‡ Influence others through their personal competence
‡ Have ideological goals with moral overtones
‡ Communicate high expectations for their followers
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Three-Step Recipe to Charisma
Develop an aura of charisma by maintaining an
optimistic view.
Draw others in by creating a bond that inspires
others to follow.
Bring out the potential followers by tapping into
their emotions.
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How Charismatic Leaders Influence Followers
1 •Leader articulates an attractive vision.
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 unconventional
behaviour to demonstrate convictions about the vision.
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The Dark Side of Charisma
Ego-driven charismatic leaders allow their self-interest
and personal goals to override the organization’s goals.
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Charisma Works Best When:
The follower’s task has an ideological component.
There is a lot of stress and uncertainty in the
environment.
The leader is at the upper hierarchical level.
Followers have low self-esteem and self-worth.
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K. Lewin Leadership Behaviour Theory
Autocratic
Democratic
Laissez-Faire
Lewin Leadership
Theory
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Autocratic Leadership
Dominating the group
Tight control of group activities
Decisions are made by the leader
Legitimate and coercive power
Often leads to lack of morale and
dependent talent
May be effective stressful situations
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Democratic Leadership
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Working with and through people to set objectives
and determine policy
Emphasis is placed on airing all differing views, with
the group usually following the views of the majority
Actively involved in keeping the group on track and
leading the discussions
Increases group morale and group orientation
Consensus seeking may slow down group process
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Laissez-faire Leadership
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Laissez-faire leaders take a minimal role in setting or
reaching goals
Initiative is left to group members
Group seems more like a collection of equal
individuals
Group processes often slowed down by chaos,
uncertainty and a lack of group orientation
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Transactional Versus Transformational Leadership
Transactional Leader
‡ Guides or motivates followers in the direction of
established goals by clarifying role and task requirements.
‡ Builds on man’s need to get a job done and make a living
‡ Is preoccupied with power and position and focuses on
tactics
‡ Relies on human relations to lubricate human interactions
‡ Supports structures and systems that reinforce the bottom
line, maximise efficiency, and guarantee short-term profits
Comparison of Transactional and Transformational Leadership (Covey, 1992)
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Transactional Versus Transformational Leadership
Transformational Leader
‡ Inspires followers to transcend their own self-interests for
the good of the organization via their profound and
extraordinary effect on followers.
‡ Builds on a man’s need for meaning
‡ Is preoccupied with purposes and values, morals, and
ethics
‡ Is orientated toward long-term goals without compromising
human values and principles
‡ Focuses more on missions and strategies
‡ Identifies human potential and talent
‡ Designs and redesigns meaningful and challenging jobs
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Contingency/Situational Leadership
Most researchers today conclude that no one
leadership style is right for every manager under all
circumstances.
Instead, contingency-situational theories were
developed to indicate that the style to be used is
contingent upon such factors as the situation, the
people, the the task, the organisation, and other
environmental variables.
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Leadership and Trust
The positive expectation
that another person will
not act opportunistically.
Composed of a blend of
familiarity and willingness
to take a risk.
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Five Key Dimensions of Trust
Integrity
Consistency
Openness
Competence
Loyalty
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Five Key Dimensions of Trust
• Honesty and truthfulness.
Integrity
• Technical and interpersonal knowledge and skills.
Competence
• Reliability, predictability, and good judgment in handling situations.
Consistency
• The willingness to protect and save face for another person.
Loyalty
• Reliance on the person to give you the full truth.
Openness
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Deterrence-Based Trust
Trust based on fear of reprisal if the trust is violated.
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Knowledge-Based Trust
Trust based on behavioural
predictability that comes
from a history of interaction.
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Identification-Based Trust
Trust based on a mutual
understanding of one
another’s intentions and
appreciation of the
other’s wants and desires.
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Contemporary Leadership Roles
Mentoring
Self-Leadership
Virtual Leadership
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Leader’s Role: Mentoring Giving and receiving wisdom in an atmosphere of
openness, communication & loyalty where
nonviolent, win/win solutions can be created for both
Mentor and Mentee.
A mentor is a senior employee who sponsors and
supports a less-experienced employee (a protégé).
Good teachers present ideas clearly, listen, and
empathize, provide support, love & concern,
guidance, protection and blessing.
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Leaders as a Mentor
A person who gently
guides and nurtures the
growth of the others
during various stages of
their development
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Functions of Mentoring
Career Functions
Coaching, Assisting, Protecting, Sponsoring, and
Acting as a board for ideas.
Psychosocial Functions
Counselling, Sharing personal experience, Providing
friendship and acceptance, and acting as a role model.
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Self-Leadership
A set of processes through which individuals control their own behaviours.
Effective leaders “super-leaders” help followers to lead themselves.
To engage in self-leadership:
‡ Make a mental chart of your colleagues
‡ Focus on influencing and not on controlling
‡ Create opportunities; do not wait for them
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Online (Virtual) Leadership
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.
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Finding and Creating Effective Leaders Leader 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
‡ Keep a list of potential candidates
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Finding and Creating Effective Leaders
Leader 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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Ten Qualities a Leader Must Have
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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