1. Fundamentals of Management: 11-1Gao Junshan, UST Beijing Leadership and Trust

2. Fundamentals of Management: 11-2Gao Junshan, UST Beijing Where We Are Part 1 Introduction Part 2 Planning Part 3 Organizing Part 4 Leading Part 5 Controlling Part 4 Leading Chapter 8 Foundations of Individual and Group Behavior Chapter 11 Leadership and Trust Chapter 12 Communication and Interpersonal Skills Chapter 9 Understanding Team work Chapter 10 Motivating and rewarding Employees Chapter 8 Foundations of Individual and Group Behavior Chapter 9 Understanding Team work Chapter 10 Motivating and rewarding Employees Chapter 11 Leadership and Trust

3. Fundamentals of Management: 11-3Gao Junshan, UST Beijing Chapter Guide Leadership overview Leadership Theories –Trait theories –Behavioral theories –Contingency theories Team and team leaders –Concept of team –Team development –Effective team leadership Other issues on Leadership –Emerging approaches of Leadership –Culture and leadership –Trust and leadership

4. Fundamentals of Management: 11-4Gao Junshan, UST Beijing Leaders are the people who are able to influence others and who possess managerial authority. Leadership is the function that these people performs. Leader and Leadership Overview

5. Fundamentals of Management: 11-5Gao Junshan, UST Beijing Managers vs. Leaders Managers are appointed, they have legitimate power to reward and punish, their ability to influence is based on the formal authority inherent In their positions. Managers are appointed, they have legitimate power to reward and punish, their ability to influence is based on the formal authority inherent In their positions. Leaders may be appointed or emerged from within a group, they can influence other to perform beyond the actions dictated by formal authority. Leaders may be appointed or emerged from within a group, they can influence other to perform beyond the actions dictated by formal authority. Overview

6. Fundamentals of Management: 11-6Gao Junshan, UST Beijing Trait Theories of Leadership Ambition and Energy Desire to Lead Self-ConfidenceHonesty and Integrity IntelligenceJob-RelevantKnowledge Trait theories

7. Fundamentals of Management: 11-7Gao Junshan, UST Beijing Kurt Lewin’s Three Styles of Leadership Laissez-faire leader Democratic leader Autocratic leader Behavior theories: Kurt Lewin

8. Fundamentals of Management: 11-8Gao Junshan, UST Beijing Tannenbaum and Shmidt’s Continuum of Leader Behavior Employee-Centered Leadership Boss-Centered Leadership Manager makes decision and Announces it Manager “sells” decision Manager presents ideas and invites questions Manager presents tentative decision subject to change Manager presents problem, gets suggestions, makes decision Manager defines limits, asks group to make decision Manager Permits sub- ordinates to function, within limits defined by superior Autocratic Participative Laissez-faire Use of Authority by the manager Area of Freedom for Subordinates Consultative Democratic Behavior theories: Tannenbaum and Schmidt

9. Fundamentals of Management: 11-9Gao Junshan, UST Beijing Formal Studies of Behavioral Styles Ohio State University Initiating Structure Consideration Employee-Orientation Production-Orientation University of Michigan Behavior theories: Ohio and Michigan

10. Fundamentals of Management: 11-10Gao Junshan, UST Beijing The Managerial Grid Concern for Production 123456789123456789 123456789123456789 1 2 34 5 6 7 89 Concern for People (1,9) (1,1) (5,5) (9,9) (9,1) Behavior theories: Robert Blake

11. Fundamentals of Management: 11-11Gao Junshan, UST Beijing Fiedler’s LPC Scale Pleasant Friendly Rejecting Helpful Unenthusiastic Tense Distant Cold Cooperative Supportive Boring Quarrelsome Self-assured Efficient Gloomy Open Unpleasant Unfriendly Accepting Frustrating Enthusiastic Relaxed Close Warm Uncooperative Hostile Interesting Harmonious Hesitant Inefficient Cheerful Guarded................................................…..................................................…............................ 8 7 6 5 4 3 2 1 Contingency theories: Fieldler

12. Fundamentals of Management: 11-12 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 FavorableModerate Unfavorable Contingency theories: Fiedler

13. Fundamentals of Management: 11-13Gao Junshan, UST Beijing The Path-Goal Theory Environmental Situational Factors OutcomesLeaderBehavior Subordinate Contingency theories: Robert House

14. Fundamentals of Management: 11-14Gao Junshan, UST Beijing 1 2 3 45 Increased Employee Involvement Increased Leader Control Employee Involvement Continuum Leader Participation Model Contingency theories: Vroom and Yetton

15. Fundamentals of Management: 11-15Gao Junshan, UST Beijing 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 Contingency theories: Vroom and Jago

16. Fundamentals of Management: 11-16Gao Junshan, UST Beijing Decision Tree of Leadership Style QR CR LI ST CP GC CO SI AI GII CII SI GII AII CI CII AI GII CO Yes/High No/Low Contingency theories: Vroom and Jago

17. Fundamentals of Management: 11-17Gao Junshan, UST Beijing Hersey and Blanchard’s Situational Leadership Model ParticipatingSelling DelegatingTelling 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 R2R1 HighModerateLow S3S2 S4S1 Contingency theories: Paul Hersey

18. Fundamentals of Management: 11-18Gao Junshan, UST Beijing The work team is a group engaging in collective work that requires joint effort and generates a positive synergy. Define Work Team Team and teem leaders: Team concept (see Chap 9 p290)

19. Fundamentals of Management: 11-19Gao Junshan, UST Beijing Share information Neutral (may be negative) Individual Random and varied Goal Synergy Accountability Skills Collective performance Positive Individual and mutual Complementary Work Groups Work Teams Work Groups vs. Work Teams Team and teem leaders: Team concept (see Chap 9 p290)

20. Fundamentals of Management: 11-20Gao Junshan, UST Beijing Types of Work Teams Cross-functional Functional Self-managed ? Problem-solving Team and teem leaders: Team concept (see Chap 9 p291)

21. Fundamentals of Management: 11-21Gao Junshan, UST Beijing Quality Circle Consists of 8 to 10 people Meet regularly to discuss quality problems Assume responsibility of solving quality problems Usually have no authority Team and teem leaders: Team concept (see Chap 9 p292)

22. Fundamentals of Management: 11-22Gao Junshan, UST Beijing The Popularity of Teams PerformanceEfficiency JobSatisfaction Team and teem leaders: Team popularity (see Chap 9 p288)

23. Fundamentals of Management: 11-23Gao Junshan, UST Beijing Stages of Team Development Prestage IStage I Forming Stage II Storming Stage III Norming Stage IV Performing Stage V Adjourning Team and teem leaders: Team development (see Chap 9 p288)

24. Fundamentals of Management: 11-24Gao Junshan, UST Beijing Good Communication Good Communication Unified Commitment Unified Commitment Clear Goals Clear Goals Effective Teams Internal Support Internal Support Relevant Skills Relevant Skills Mutual Trust Mutual Trust Negotiating Skills Negotiating Skills Effective Leadership Effective Leadership External Support External Support Team and teem leaders: Effective teams (see Chap 9 p295)

25. Fundamentals of Management: 11-25Gao Junshan, UST Beijing Team Leader Roles ConflictManagers Trouble-Shooters CoachesLiaisons Team and teem leaders: Role of team leaders

26. Fundamentals of Management: 11-26Gao Junshan, UST Beijing Charismatic Leadership Self-confidence Extraordinary behavior Vision and articulation Image as a change agent Strong convictions Environmental sensitivity Emerging approaches : Charismatic

27. Fundamentals of Management: 11-27Gao Junshan, UST Beijing Extend the Vision Explain Express Visionary Leadership Emerging approaches: Visionary

28. Fundamentals of Management: 11-28Gao Junshan, UST Beijing Leadership Styles Motivation versus Inspiration Transformational Leaders Transactional Leaders Emerging approaches: Transformational

29. Fundamentals of Management: 11-29Gao Junshan, UST Beijing Other Issues of LeadershipOther Leadership Substitutes for Leadership Substitutes National Culture and LeadershipNational Leadership Issues and concerns: Culture

30. Fundamentals of Management: 11-30Gao Junshan, UST Beijing Trust is a positive expectation that another will not ---- through words, actions or decisions ---- act opportunistically. What Is Trust? Issues and concerns: Trust and leadership

31. Fundamentals of Management: 11-31Gao Junshan, UST Beijing Dimensions of Trust Integrity Competence Consistency Loyalty Openness Issues and concerns: Trust and leadership

32. Fundamentals of Management: 11-32Gao Junshan, UST Beijing Deterrence-Based Knowledge-BasedIdentification-Based Three Types of Trust Issues and concerns: Trust and leadership

33. Fundamentals of Management: 11-33Gao Junshan, UST Beijing Building Trust Practice openness Be fair Speak your feelings Tell the truth Be consistent Fulfill your promises Maintain confidences Demonstrate confidence Management skills: Building trust

34. Fundamentals of Management: 11-34Gao Junshan, UST Beijing Chapter Summary Meaning of leader Leaders vs. managers Trait theories of leadership Fiedler contingency model Path-goal leadership theory

35. Fundamentals of Management: 11-35Gao Junshan, UST Beijing Chapter Summary Situational leadership Qualities of charismatic leaders Skills of visionary leaders Roles of effective team leaders Five dimensions of trust

36. Fundamentals of Management: 11-36Gao Junshan, UST Beijing How Charismatic Leaders Influence Their followers They articulate an appealing vision to the followers; They set high performance expectations and assert that followers to reach them; They convey a new set of values and set an example for followers to imitate; They exhibit courage and conviction through self-sacrifice.