Chapter 12

Contemporary
Issues in
Leadership

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
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 Inspirational Approaches to Leadership
Framing:
Framing: Using
Using Words
Words to
to Shape
Shape Meaning
Meaning and
and
Inspire
Inspire Others
Others
Framing
A way to use language to manage meaning.

Leaders
Leadersuseuseframing
framing(selectively
(selectivelyincluding
includingororexcluding
excluding
facts)
facts)to
toinfluence
influencehow
howothers
otherssee
seeand
andinterpret
interpretreality.
reality.

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
 Inspirational
Inspirational Approaches
Approaches to
to Leadership
Leadership
1.Charismatic Leadership Theory
Followers make attributions of heroic or extraordinary leadership
abilities when they observe certain behaviors. For example :
STEVE JOBS , BILL CLINTON
What sets charismatic leaders apart is that they are “essentially
very skilled communicators, individuals who are both verbally
eloquent, but also able to communicate to followers on a deep,
emotional level
Charismatics
CharismaticsInfluence
InfluenceFollowers
FollowersBy:
By:
1.
1. Articulating
Articulatingthe
thevision
vision
2.
2. Setting
Settinghigh
highperformance
performanceexpectations
expectations
3.
3. Conveying
Conveying aanew
new
© 2005 Prentice set
set
Hall of
ofvalues
Inc. values 12–
4. All rightspersonal
4. Making
Making reserved. sacrifices
personal sacrifices 3
---Are Charismatic leaders Born or Made : both
--- A small minority thinks that charisma in inherited, therefore can not
be learned, most experts believe that individuals can also be trained to
exhibit charismatic behaviors and can thus enjoy the benefits that
accompany being labeled as”charismatic leader”.

Some researcher believe that a person can learn to become charismatic

leader , by using the following practices

As individual need to develop an aura of charisma by maintaining an
optimistic view; using passion as a catalyst for generating enthusiasm;
and communicating it with the whole body ; not just with words

An individual draw others in by creating a bond that inspires others to
follow.

The individual brings out the potential in followers by tapping into
their emotions.
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--- How charismatic leaders influence followers
1. by articulating an appealing vision.
2. Designing a appealing vision and mission statement
3. leader conveys the new set of values and by his or her own
behavior , sets an example for followers to imitate.
4. leader demonstrate courage and conviction about the vision.

Does effective charismatic leadership depend on the situation

Charismatic leadership ↔ High performance
Charismatic leadership ↔ Satisfaction

Charismatic leadership may affect some followers more than others.

Specially those who are ---in a crisis , ---under stress , ----they fear

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Dark side of Charismatic Leadership
---Some time Charismatic leaders who are larger-than-life don't
necessarily act in the best interests of their organizations.

--these leaders used their power to remake their companies in their

own image.

---look for more personal interests rather than organization interests.

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Beyond
Beyond Charismatic
Charismatic Leadership
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.

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 Transactional
Transactional and
and Transformational
Transformational Leadership
Leadership

Transactional Leaders
• Contingent Reward
Leaders who guide or motivate their • Management by
followers in the direction of Exception (active)
established goals by clarifying role • Management by
and task requirements. Exception (passive)
• Laissez-Faire

Transformational Leaders
• Charisma
Leaders who provide individualized
consideration and intellectual • Inspiration

stimulation, and who possess • Intellectual Stimulation

charisma. • Individual Consideration
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FULL RANGE OF LEADERSHIP MODEL
FULL RANGE OF LEADERSHIP MODEL

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 TRANSFORMATIONAL LEADERSHIP

The full range of leadership introduces four elements of transformational

leadership:

Individualized Consideration – the degree to which the leader attends to each

follower's needs, acts as a mentor or coach to the follower and listens to the
follower's concerns and needs. The leader gives empathy and support, keeps
communication open and places challenges before the followers. This also
encompasses the need for respect and celebrates the individual contribution that
each follower can make to the team. The followers have a will and aspirations for
self development and have intrinsic motivation for their tasks.

Intellectual Stimulation – the degree to which the leader challenges assumptions,

takes risks and solicits followers' ideas. Leaders with this style stimulate and
encourage creativity in their followers. They nurture and develop people who
think independently. For such a leader, learning is a value and unexpected
© are
situations 2005 Prentice
seen Hall Inc.to learn. The followers ask questions,
as opportunities 12–think
deeply All rights
about reserved.
things and figure out better ways to execute their tasks. 10
 TRANSFORMATIONAL LEADERSHIP

Inspirational Motivation – the degree to which the leader articulates a vision that
is appealing and inspiring to followers. Leaders with inspirational motivation
 challenge followers with high standards, communicate optimism about future
goals, and provide meaning for the task at hand. Followers need to have a strong
sense of purpose if they are to be motivated to act. Purpose and meaning provide
the energy that drives a group forward. The visionary aspects of leadership are
supported by communication skills that make the vision understandable, precise,
powerful and engaging. The followers are willing to invest more effort in their
tasks, they are encouraged and optimistic about the future and believe in their
abilities.

Idealized Influence – Provides a role model for high ethical behavior, instills
pride, gains respect and trust.
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 TRANSACTIONAL LEADERSHIP

Transactional leaders use reward and punishments to gain compliance from their followers. They
are extrinsic motivators that bring minimal compliance from followers. They accept goals,
structure, and the culture of the existing organization. Transactional leaders tend to be directive
and action-oriented.

Transactional leaders are willing to work within existing systems and negotiate to attain goals of
the organization. They tend to think inside the box when solving problems.Transactional
leadership is primarily passive. The behaviors most associated with this type of leadership are
establishing the criteria for rewarding followers and maintaining the status quo.

Within transactional leadership, there are two factors, contingent reward and management-by-
exception. Contingent reward provides rewards for effort and recognizes good performance.
Management-by-exception maintains the status quo, intervenes when suobrdinates do not meet
acceptable performance levels, and initiates corrective action to improve performance.

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HOW TRANSFORMATIONAL LEADERSHIP WORKS

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EVALUATION OF TRANSFORMATIONAL LEADERSHIP
Goals are a key mechanism that explains how transformational leadership works.
Followers of transformational leaders are more likely to pursue ambitious goals, be
familiar with and agree on the strategic goals of the organization, and believe that the
goals they are pursuing are personally important. VeriSign’s CEO, Stratton Selavos says
it comes down to charting a course having the ability to articulate for your employees
where you are headed and how you’re going to get there. Even more important is
choosing people to work with who have that same level of passion, commitment, fear
and competitiveness to drive towards those same goals.

Limitations : Transformational leadership theory is not perfect. There are concerns

about whether contingent reward leadership is strictly a characteristic of transactional
leaders only. And contrary to the full range of leadership model, contingent reward
leadership is sometimes more effective than transformational leadership.

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 AUTHENTIC LEADERSHIP

Authentic leadership is a concept introduced by management expert Bill

George in his 2003 book "Authentic Leadership" and developed further in the
later book "True North." George describes authentic leadership as a leadership
style that is consistent with a leaders' personality and core values, and that is
honest, ethical and practical.

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Ethical
Ethical Leadership
Leadership

Actions
Actions::
••Work
Workto
topositively
positivelychange
changethe
theattitudes
attitudesand
and
behaviors
behaviorsof
ofemployees.
employees.
••Engage
Engagein
insocially
sociallyconstructive
constructivebehaviors.
behaviors.
••Do
Donot
notabuse
abusepower
poweror
oruse
useimproper
impropermeans
meansto
to
attain
attaingoals.
goals.

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Trust:
Trust: The
The Foundation
Foundation of
of Leadership
Leadership

Trust
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).

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Dimensions
Dimensions of
of Trust
Trust
 Integrity  Loyalty
– honesty and truthfulness. – the willingness to protect
and save face for another
 Competence
person.
– an individual’s technical
 Openness
and interpersonal
knowledge and skills. – reliance on the person to
give you the full truth.
 Consistency
– an individual’s reliability,
predictability, and good
judgment in handling
situations.

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Trust
Trust and
and Leadership
Leadership

Leadership
Leadership

TRUST
TRUST
and
and
INTEGRITY
INTEGRITY

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Three
Three Types
Types of
of Trust
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.
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Basic
Basic Principles
Principles of
of Trust
Trust
 Mistrust 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.

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Emotional
Emotional Intelligence
Intelligence and
and Leadership
Leadership
Effectiveness
Effectiveness

Elements
Elementsof ofEmotional
Emotional
Intelligence
Intelligence: :
••Self-awareness
Self-awareness
••Self-management
Self-management
••Self-motivation
Self-motivation
••Empathy
Empathy
••Social
Socialskills
skills
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Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Providing
Providing
Team
Team Leadership
Leadership

Team
TeamLeadership
LeadershipRoles
Roles: :
••Act
Actas
asliaisons
liaisonswith
with
external
externalconstituencies.
constituencies.
••Serve
Serveas
astroubleshooters.
troubleshooters.
••Managing
Managingconflict.
conflict.
••Coaching
Coachingto
toimprove
improveteam
team
member
memberperformance
performance
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Contemporary
Contemporary Leadership
Leadership Roles:1.
Roles:1. Mentoring
Mentoring

Mentor
Mentoring
MentoringActivities
Activities: :
A senior employee who
sponsors and supports a ••Present
Presentideas
ideasclearly
clearly
less-experienced ••Listen
Listenwell
well
employee (a protégé).
••Empathize
Empathize
••Share
Shareexperiences
experiences
••Act
Actas
asrole
rolemodel
model
••Share
Sharecontacts
contacts
••Provide
Providepolitical
political
guidance
guidance
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Contemporary
Contemporary Leadership
Leadership Roles:
Roles:
2.
2. Self-Leadership
Self-Leadership

Self-Leadership
Creating
Creatingself
selfleaders
leaders: :
A set of processes
• • Model
Modelself-leadership.
self-leadership.
through which
• • Encourage
Encourageemployees
employeesto
individuals control create self-set goals.
to
create self-set goals.
their own behavior.
• • Encourage
Encouragethetheuse
useof ofself-
self-
rewards.
rewards.
• • Create
Createpositive
positivethought
thought
patterns.
patterns.
• • Create
Createaaclimate
climateofofself-
self-
leadership.
leadership.
• • Encourage
Encourageself-criticism.
self-criticism.
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3.
3. Online
Online Leadership
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
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Challenges
Challenges to
to the
the Leadership
Leadership Construct
Construct

1. Attribution Theory of Leadership

The idea that leadership is merely an attribution that
people make about other individuals.

Qualities
Qualitiesattributed
attributedto
toleaders
leaders: :
• • Leaders
Leadersareareintelligent,
intelligent,outgoing,
outgoing,have
havestrong
strongverbal
verbal
skills, are aggressive, understanding, and industrious.
skills, are aggressive, understanding, and industrious.
• • Effective
Effectiveleaders
leadersare
areperceived
perceivedas
asconsistent
consistentand
and
unwavering in their decisions.
unwavering in their decisions.
• • Effective
Effectiveleaders
leadersproject
projectthe
theappearance
appearanceofofbeing
beingaa
leader.
leader.
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2. Substitutes for Leadership Theory

Substitutes for leadership theory states that different situational factors can enhance, neutralize, or substitute for leader
behaviors (Avolio et al., 2009; Den Hartog & Koopman, 2001).

2.1 Substitutes

Substitutes are variables that make leadership unnecessary for subordinates (Schriesheim, 1997) and reduce the extent
to which subordinates rely on their leader (Kerr et al.,1974)

Examples of Substitutes

Characteristics of the subordinate

(a) Subordinate ability (Kerr & Jermier, 1978), &(b) Subordinate’s professional orientation (Kerr & Jermier, 1978)

Characteristics of the task

Unambiguous and routine task (when all subordinates are performing menial labor, there is little role leadership can play;

Task that provides its own feedback as to how well the task is being done

Task that is intrinsically satisfying

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Characteristics of the organization

Cohesive work groups (a tight-knit group of employees have less need for a leader

Organizational formulation (clear job goals that are written down, performance appraisals that are written down;

Self-managed work teams (employees rely on each other, not their leader;

2.2 Enhancers
Enhancers are variables that serve to strengthen leader influence on subordinate outcomes

Examples of Enhancers

Characteristics of the subordinate : Subordinates having experience (those more experienced will be able to
translate even the most ambiguous instructions into result

Characteristics of the task : Task is non-routine

Characteristics of the organization

Having group norms that encourage cooperation with leaders

Leader having the ability to reward subordinates

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2.3 Neutralizers

Neutralizers are variables which serve to weaken, or block

leader influence on subordinate outcomes

Examples of Neutralizers

Characteristics of the subordinate

Subordinates are indifferent when it comes to rewards

Characteristics of the organization

Whether or not subordinates are rewarded is not the

leader’s decision .
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 Finding
Finding and
and Creating
Creating Effective
Effective Leaders
Leaders
 Selection of leaders
– 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 of leaders
– 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.
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