©Prentice Hall, 2001Chapter 111 Leadership and Trust

©Prentice Hall, 2001Chapter 112 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

©Prentice Hall, 2001Chapter 113 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

©Prentice Hall, 2001Chapter 114 What Is Leadership? A definition of management A definition of leadership Formal and informal leaders Leadership and management

©Prentice Hall, 2001Chapter 115 Trait Theories of Leadership Ambition and Energy Desire to Lead Self-ConfidenceHonesty and Integrity IntelligenceJob-RelevantKnowledge

©Prentice Hall, 2001Chapter 116 Continuum of Leader Behavior Manager makes decision Manager sells decision Manager presents ideas Manager presents tentative decision Manager presents problem Manager sets decision limits Employees make decision Autocratic Laissez-faire Consultative Participative Democratic Boss-Centered Leadership Employee-Centered Leadership

©Prentice Hall, 2001Chapter 117 Formal Studies of Behavioral Styles Ohio State Initiating Structure Consideration Employee-Orientation Production-Orientation University of Michigan

©Prentice Hall, 2001Chapter 118 The Managerial Grid Concern for People Concern for Production (1,9) (1,1) (5,5) (9,9) (9,1)

©Prentice Hall, 2001Chapter 119 Fiedler’s LPC Scale PleasantFriendlyRejectingHelpfulUnenthusiasticTenseDistantColdCooperativeSupportiveBoringQuarrelsomeSelf-assuredEfficientGloomyOpen UnpleasantUnfriendlyAcceptingFrustratingEnthusiasticRelaxedCloseWarmUncooperativeHostileInterestingHarmoniousHesitantInefficientCheerfulGuarded … …

© Findings of the Fiedler Model Category Leader-Member Relations Task Structure Position Power Category Leader-Member Relations Task Structure Position Power I Good High Strong II Good High Weak III Good Low Strong IV Good High Weak V Poor High Strong VI Poor High Weak VII Poor Low Strong VIII Poor Low Weak High Low Performance People-Oriented Task-Oriented FavorableModerateUnfavorable

©Prentice Hall, 2001Chapter 1111 The Path-Goal Theory Environmental Situational Factors OutcomesLeaderBehavior Subordinate

©Prentice Hall, 2001Chapter Increased Employee Involvement Increased Leader Control Employee Involvement Continuum Leader Participation Model

©Prentice Hall, 2001Chapter 1113 Contingency Variables in the Revised Leader-Participation Model Quality Requirement Problem Structure Employee Conflict Geographic Dispersion Commitment Requirement Commitment Probability Employee Information Motivation Time Leader Information Goal Congruence Time Constraint Motivation Development

©Prentice Hall, 2001Chapter 1114 ParticipatingSelling DelegatingTelling The Situational Leadership Model Style of Leader High task and high relationship High relationship and low task Low relationship and low task High task and low relationship Task Behavior Relationship Behavior Able and willing Unable and unwilling R4 Able and unwilling R3 Unable and Willing R2 R1 HighModerateLow S3S2 S4S1

©Prentice Hall, 2001Chapter 1115 Charismatic Leadership Self-confidence Vision and articulation Strong convictions Extraordinary behavior Image as a change agent Environmental sensitivity

©Prentice Hall, 2001Chapter 1116 Extend the Vision Explain Express Visionary Leadership

©Prentice Hall, 2001Chapter 1117 Leadership Styles Motivation versus Inspiration Transformational Leaders Transactional Leaders

©Prentice Hall, 2001Chapter 1118 Team Leader Roles ConflictManagers Trouble-Shooters CoachesLiaisons

©Prentice Hall, 2001Chapter 1119 LeadershipIssuesLeadershipIssues Substitutes for Leadership Substitutes National Culture and LeadershipNational Leadership

©Prentice Hall, 2001Chapter 1120 What Is Trust? Integrity Competence Consistency Loyalty Openness

©Prentice Hall, 2001Chapter 1121 Deterrence-Based Knowledge-BasedIdentification-Based Three Types of Trust