1. Contemporary Issues in Leadership
Chapter 12
Contemporary Issues in Leadership

2. Trust: The Foundation of Leadership
A positive expectation that another will not—through words, actions, or decisions—act opportunistically.
Trust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk).

3. Dimensions of Trust Integrity honesty and truthfulness. Competence
an individual’s technical and interpersonal knowledge and skills.
Consistency
an individual’s 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.

4. Trust and Leadership
Leadership
TRUST and INTEGRITY

5. 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 each other’s intentions and appreciation of the other’s wants and desires.

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

8. Inspirational Approaches to Leadership
Charismatic Leadership Theory
Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.
Charismatics Influence Followers By:
Articulating the vision
Setting high performance expectations
Conveying a new set of values
Making personal sacrifices

9. Beyond Charismatic Leadership
Level 5 Leaders
Possess a fifth dimension—a paradoxical blend of personal humility and professional will—in addition to the four basic leadership qualities of individual capability, team skills, managerial competence, and the ability to stimulate others to high performance.
Channel their ego needs away from themselves and into the goal of building a great company.

10. Traits Make a Comeback – ‘Level 5 Leadership - the triumph of humility and fierce resolve’ (Collins, 2001)
Level 5 leaders needed for the transformation of good companies to great ones:
Level 5 Executive
Builds enduring greatness through a paradoxical
combination of personal humility plus professional will.
Level 4 Effective Leader
Catalyses commitment to and vigorous pursuit of a clear
and compelling vision; stimulates the group to high
performance standards.
Level 3 Competent Manager
Organises people & resources toward the effective
and efficient pursuit of predetermined objectives.
Level 2 Contributing Team Member Contributes to the achievement of group objectives; works effectively with others in a group setting.
Level 1 Highly Capable Individual Makes productive
contributions through talent, knowledge, skills and good work habits.

11. Transformational Leadership Perspective
Era of popularity – 1980s+
Assumptions: leaders as managers of meaning
Criticisms: overemphasis on top-level leaders; little focus on informal leadership processes; little attention to situational factors
Transformational leaders
Leading -- changing the organization to fit the environment
Develop, communicate, enact a vision
Transactional leaders
Managing -- linking job performance to rewards
Ensure employees have necessary resources
Apply contingency leadership theories

12. transformational leaders Environment sensitive
Self-confidence
Vision
Key
characteristics of
transformational leaders
Articulate
Strong convictions
Unconventional
Change agent
Environment sensitive

13. Emotional Intelligence and Leadership Effectiveness
Elements of Emotional Intelligence:
Self-awareness
Self-management
Self-motivation
Empathy
Social skills

14. Goleman (2000) – a little bit of this, a little bit of that…combining contingency and competency/trait approaches
6 leadership styles, each springing from different components of emotional intelligence (EI)
Leaders with the best results do not rely on only one leadership style – ‘they use most of them each week, seamlessly and in different measure’

15. Goleman (cont.) – 6 leadership styles & relationship to EI
Coercive
Authoritative
Affiliative
Leader’s style
Demands immediate compliance
Mobilises people toward a vision
Creates harmony & builds emotional bonds
The style in a phrase
“Do what I tell you”
“Come with me”
“people come first”
Underling EI competencies
Drive to achieve, initiative, self-control
Self-confidence, empathy, change catalyst
Empathy, building relationships, communication
When the style works best
In a crisis, to kick-start a turnaround, or with problem employees
When changes require a new vision, or when a clear direction is needed
To heal rifts in a team or to motivate people during stressful circumstances
Overall impact on climate
Negative
Most strongly positive
Positive

16. Goleman (cont.) – 6 leadership styles & relationship to EI
Democratic
Pacesetting
Coaching
Leader’s style
Forges consensus through participation
Sets high standards for performance
Develops people for the future
The style in a phrase
“what do you think?”
“Do as I do, now”
“Try this”
Underling EI competencies
Collaboration, team leadership, communication
Conscientiousness, drive to achieve, initiative
Developing others, empathy, self-awareness
When the style works best
To build buy-in or consensus, or to get input from valuable employees
To get quick results from a highly motivated and competent team
To help an employee improve performance or develop long-term strengths
Overall impact on climate
Positive
Negative

17. Contemporary Leadership Roles: Providing Team Leadership
Team Leadership Roles:
Act as liaisons with external constituencies.
Serve as troubleshooters.
Managing conflict.
Coaching to improve team member performance

18. Contemporary Leadership Roles: Mentoring
A senior employee who sponsors and supports a less-experienced employee (a protégé).
It is a tool that organisations can use to nurture and grow their people.
Mentoring Activities:
Present ideas clearly
Listen well
Empathize
Share experiences
Act as role model
Share contacts
Provide political guidance

19. Mentoring
Deliberate, intentional learning is the cornerstone
Both failures and success are powerful teachers
Leaders need to tell their stories
Development matures over time with continuous learning
Mentoring is a joint venture

20. Contemporary Leadership Roles: Self-Leadership
A set of processes through which individuals control their own behavior.
Creating self leaders:
Model self-leadership.
Encourage employees to create self-set goals.
Encourage the use of self-rewards.
Create positive thought patterns.
Create a climate of self-leadership.
Encourage self-criticism.

21. Ethical Leadership Actions:
Work to positively change the attitudes and behaviors of employees.
Engage in socially constructive behaviors.
Do not abuse power or use improper means to attain goals.

22. 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 individual’s verbal and written communications may not follow the same style.
Writing skills will likely become an extension of interpersonal skills

23. Romance Perspective of Leadership
Do we have a romantic and unrealistic view of leadership?
Attributing Leadership – are events really caused by leader behaviours?
Stereotyping Leadership – based on appearance and action rather than outcomes.
Need for Situational Control – we want to believe leaders make a difference

24. 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 candidate’s fit with the job.
Training
Recognize the 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.

25. So…what about followers? (Kelley, 1988)
To more effectively manage ‘followership’, we need to:
Redefine followership and leadership – to view them as equal but different
Honing followership skills – through follower training – eg. on critical thinking, self-management skills, moving between the two roles
Provide performance evaluation and feedback – to evaluate followership as we may
evaluate leadership
Create organisational structures which
encourage followership – eg. sharing
leadership in leaderless groups,
delegating to the lowest possible level