...CHAPTER 11 - LEADERSHIP AND TRUST LEARNING OUTCOMES After reading this chapter, students should be able to: 1. Define the term “leader” and explain the difference between managers and leaders. 2. Summarize the conclusions of trait theories of leadership. 3. Describe the Fiedler contingency model. 4. Summarize the path-goal model of leadership. 5. Explain situational leadership. 6. Identify the qualities that characterize charismatic leaders. 7. Describe the skills that visionary leaders exhibit. 8. Explain the four specific roles of effective team leaders. 9. Identify the five dimensions of trust. Opening Vignette SUMMARY Jack Hartnett, D.L. Rogers Corp., president, leads by combining ingredients from both the Stone Age and the New Age. Hartnett prides himself on knowing everything about his employees--both at work and at home. Is Hartnett's style intrusive? Yes! But neither he nor his employees consider it a problem. He believes that the more he knows about his workers, the more he can help them stay focused at work and happy at home. But if you think he's "Mr. Nice Guy," think again. Hartnett instructs his employees to "do it the way we tell you to do it." He's perfectly comfortable using the authority in his position to make rules and dish out punishments. Break one of his rules twice and he'll fire you. The managers who work for Hartnett are well compensated for meeting his demanding requirements. Does Hartnett seem inconsistent? Maybe. He believes...
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...title, and not leadership. Leadership can be defined as the process by which an individual exerts influence over other people by inspiring, motivating, and directing their activities to help contribute towards the effectiveness and success of the organization (Yukl, 2006, p. 21). Additionally, a leader is interpreted as someone who sets direction in an effort to influence people to follow that direction while possessing certain characteristics and traits. To be an effective leader, a manager must influence his associates in a positive way to reach the goals of the organization. They are numerous theories about leadership, or about carrying out the role of a leader. These theories both behavioral theories and trait theories as well as contingency theories such as the Leader Membership Exchange Theory, transformational leadership, path-goal theory, and Hershey & Blanchard situational leadership theory and how they influence leadership success. Trait theories are theories that consider personal qualities and characteristics that differentiate leaders from non leaders. In contrast, behavioral theories of leadership imply that individuals can be trained to be leaders. In recent times traits have been organized around the “Big Five Personality Framework” that is, extraversion, agreeableness, conscientiousness, emotional stability, openness to experience. Extraversion out of all the other personalities is mostly found in individuals who indicate effective leadership. A core component...
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...CHAPTER 11 - LEADERSHIP and TRUST LEARNING OUTCOMES After reading this chapter students should be able to: 1. Define leader and leadership. 2. Compare and contrast early leadership theories. 3. Describe the four major contingency leadership theories. 4. Describe modern views of leadership and the issues facing today’s leaders. 5. Discuss trust as the essence of leadership. |Opening Vignette—Employees First | |SUMMARY | |HCL Technologies, the “employee first” philosophy has helped catapult the company from peripheral player to center stage in the intensely | |competitive IT industry. HCL Technologies is headquartered in Noida, India. CEO Vineet Nayar is committed to creating a company where the job | |of company leaders is to enable people to find their own destiny by gravitating to their strengths. His goals for the “Employee First” program| |include creating a unique employee experience, inverting the organizational structure, and increasing transparency. The workplace reforms the | |company implemented involved better communication with the CEO and a pay scheme that gives workers more job security. A major part of the | |workplace company referred to as “trust pay.” Unlike the standard IT industry...
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...The journal articles had more in common than I thought at first glance. The first article was about fearless dominance. I didn’t have a lot of experience and/or knowledge about this topic, but after reading I was surprised at how interesting and powerful it was. The second article was about transactional and transformational leadership. These forms of leadership are opposite types of leadership that collective make up an amazing leader. The final article is about leadership identity and the importance of self-awareness in leadership. In my paper, I will give a brief overview of the three articles and discuss the similarities. Fearless dominance and the U.S. presidency: Implications of psychopathic personality traits for successful and unsuccessful political leadership. It has been said that fearless dominance has an association with strong rated presidential performance, leadership, persuasiveness, crisis management, congressional relations and allied variables. Fearless dominance appears as a characteristic frequently among presidents and has a correlation to job performance ratings. Also, psychopathic characteristics other than fearless dominance were common among the officials with poorer performance. Therefore, the boldness associated with fearless dominance is necessary for a successful presidency. Although psychopathic personality is marked largely by poor impulse control and lack of guilt, some authors have suggested that some features...
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...you. Influence: the capacity or power of persons or things to be a compelling force on or produce effects on the actions, behavior, opinions, etc., of others (dictionary.com). 2. What is leadership and how does it differ from management? Ans. Leadership: According to Robbins and Judge,” Leadership is defined as the ability to influence a group toward the achievement of a vision or set of goals.”(2014) the source of this influence may be formal, such as that provided by managerial rank in an organization. But not all leaders are managers, nor are all managers leaders. On the other hand, management is defined as the act or skill of controlling and making decisions about a business, department, sports team, etc.(Robbins &Judge,2014) Difference between leadership and management are: All organizations need strong leadership and strong management for optimal effectiveness. We need leaders to challenge the status quo, create visions of the future, and inspire organizational members to achieve the visions. We also need managers to formulate detailed plans, and to create efficient organizational structures, and oversee day-to-day operations. The manager administers; the leader innovates. There is little difference in manager and leader is. There is little difference in leadership and management is: The...
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...Traits and Skills Theory: A Doctoral Learner Comparison Approach in Understanding Leadership Traits and Skills Patricia Faison Grand Canyon University LDR 802 August 21, 2013 Traits and Skills Theory: A Doctoral Learner Comparison Approach in Understanding Leadership Traits and Skills Two empirical research studies were compared in the comparison matrix. The articles were located in the Grand Canyon University library. Article one written by Connelly, et al. (2000), is entitled: “Exploring the Relationship of Leadership Skills and Knowledge to Leader Performance.” Article two written by Baum and Locke (2004) is entitled:” The Relationship of Entrepreneurial Traits, Skill, and Motivation to Subsequent Venture Growth.” Article one examines leadership characteristics and capabilities. Article two contributes to the understanding of personal characteristic and the effects they may have on entrepreneur, was to examine military leaders, and civilian leadership skills which are critical in being a successful leader. Connelly, et al (2000) argues that, “the nature of the leader capacities impact leader behavior and performance.” Baum and Locke (2004) study “contributes to the revival of interest in understanding the effects of entrepreneurs’ personal characteristics importance between relationship of traits and subsequent venture growth among entrepreneurs.” Connelly, et al (2000) calculated the impacts of leadership skills, and knowledge in addition to the relationship of leader...
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...Leadership R-Jay P. Quiambao, CIE • Leader – Someone who can influence others and who has managerial authority • Leadership – What leaders do; the process of influencing a group to achieve goals • Ideally, all managers should be leaders • Although groups may have informal leaders who emerge, those are not the leaders we’re studying Leadership research has tried to answer: What is an effective leader? • Trait Theories (1920s-30s) – Research focused on identifying personal characteristics that differentiated leaders from nonleaders was unsuccessful. – Later research on the leadership process identified seven traits associated with successful leadership: • Drive, the desire to lead, honesty and integrity, selfconfidence, intelligence, job-relevant knowledge, and extraversion. Exhibit 17–1 Seven Traits Associated with Leadership Source: S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Really Matter?” Academy of Management Executive, May 1991, pp. 48–60; T. A. Judge, J. E. Bono, R. llies, and M. W. Gerhardt, “Personality and Leadership: A Qualitative and Quantitative Review,” Journal of Applied Psychology, August 2002, pp. 765–780. Exhibit 17–2 Behavioral Theories of Leadership Exhibit 17–2 (cont’d) Behavioral Theories of Leadership • Behavioral Theories – University of Iowa Studies (Kurt Lewin) • Identified three leadership styles: – Autocratic style: centralized authority, low participation – Democratic style: involvement...
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...Leadership Meaning of Leadership Leadership is an important function of management. It is the key to effective managerial performance. Organizational performance depends on the quality of leadership. According to Stephen Robbins: “leadership is the ability to influence a group towards the achievement of goals”. According to Hersey and Blanchard: “leadership is the process of influencing the activities of an individual or a group in efforts towards goal achievement in a given situation”. Meaning of Leadership can be categorized into two categories: i. leadership as process: As a process, leadership uses its influence of position to direct, motivate and coordinate the group activities to achieve the organizational goals. ii. Leadership as a property: The property concept of leadership believes that leaders possess basic characteristics or traits. Leaders to influence the group activities successfully, use these characteristics. This view considers leadership as a part of one’s personality. Importance of leadership: The importance of leadership can be: 1.Goal Determination: leadership provides vision, mission and direction. It is concerned with establishing goals for the organization. It integrates goals of the individual and the organization 2.Environmental adaptation: leadership is innovative and change oriented. It adapts the organization to the dynamic changes in the environment. 3.Task focus: leadership gives close attention to planning and organizing of task...
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...LEADERSHIP TYPES AND STYLES Leadership - Defined as one’s ability to get others to willingly follow. - is an integral part of the management functions. - is a product of interpersonal relations. It is a function within a specific social structure of an organization. - is a process whereby an individual guides, directs, influences or controls the thoughts, feelings and behavior of others. (Harold Koontz & Cyril O’Donnel) - the art or process of influencing people so that they contribute willingly and enthusiastically toward group goals. - a kind of work done to meet the needs of a social situation. (Philip Selznick) FUNDAMENTAL PRINCIPLE OF LEADERSHIP: Since people tend to follow those who, in their view, offer them a means of satisfying their own personal goals, the more managers understanding what motivates their subordinates and now the motivations operate, and the more they reflect this understanding in carrying out their managerial actions, the more effective they are likely to be as leaders. INGREDIENTS OF LEADERSHIP: 1. The first ingredient of leadership is power – the ability to use power effectively and in a responsible manner. 2. The second ingredient of leadership is a fundamental understanding of people – the ability to comprehend that human beings have different motivation forces at different times and in different situations. 3. The third ingredient of leadership is the ability to inspire – the rare ability to inspire followers to...
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...ADEOYE MATRIC NUMBER: PG/SMS/014/14495 COURSE CODE: BUS 838 COURSE TITLE: MANAGEMENT THEORY. TOPIC: LEADERSHIP DATE: AUGUST, 2015 An Assignment Submitted To Prof. J.O. Adetayo OUTLINE: A. Introduction B. The Concept of Leadership C. Conclusion D. References INTRODUCTION There is nothing elusive about leadership. Although great leaders may be rare as great runners great partners or great actors, everyone has leadership potential just as everyone has some ability at running painting and acting. (The management bible leadership is about knowing what the next step is (John Adair). Ref: Neil Flamaga & Jaruis Finger (2004): The management bible cape town Zebra Press. Leadership is not an exclusive club for those who are born with it. Employees generally follows their leaders. They are therefore much likely to comply with laws and guidelines when leaders show high commitment to compliance. Leaders must set a good example and clearly communicate their expectations. Compliance with regulations much more likely when leaders develop and carry out programs that emphasize the goals of regulation such as diversity and safety. Various programme should be carefully developed and communicated to increase employees knowledge and motivation (Stewart & Brown, 2009). The Black ants filled out aimlessly without a leader. (French Proverb) a lot leadership has a lot to should in the direction of the human efforts towards organisational goal achievement. Successful...
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...p Chapter 21 Leadership Theories and Styles Learning Objectives After studying this chapter, you will be able to: 1. Distinguish leaders from administrators and managers 2. Describe the evolution of leadership theories 3. Enumerate different theories of leadership, and their main features. 4. Discuss the contingency theories, especially situational theory of leadership 5. Explain the concept of the development levels of a group and how to raise them 6. List steps in the process of delegation Leadership has long interested psychologists, sociologists, political scientists, and certainly management scientists. There is still a growing interest in leadership, which has been defined in different ways. Leadership can, however, be simply defined as the act of making an impact on others in a desired direction. In this sense, leadership is a broader term than management. Managers can run organizations effectively, but only leaders can build them. Differentiating characteristics for officers, managers, and leaders are shown in see Exhibit 21.1. The three modes shown in Exhibit 21.1 are illustrated by the following caselet from a premier state government training institute: Three directors at different times functioned differently. One director continued the work the institute was doing, responding to the training requirements of different departments, maintaining all the records well, and undertaking the various activities...
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...Mgmt 7135: SEMINAR IN ORGANIZATIONAL BEHAVIOR ------------------------------------------------- Dr. Robert Taylor Kristina R. Wilhelm, 2012 Table of Contents MBTI model: 3 Problem-solving model 4 Motivation: Performance-model 5 Value of reward 5 Perceived Effort- Reward Probability 5 Skills ability and traits 6 (1) Drive 6 (2) Leadership motivation 7 (3) Honesty and integrity 7 (4) Self-confidence 8 (5) Cognitive abilities 8 (6) Knowledge of business 9 Role Perceptions 9 More traits to be considered: 10 Any other relevant motivation models 11 Expectancy Theory 11 Equity Theory 12 Herzberg-Theory 12 Job Characteristics Model 13 Reinforcements and Rewards 13 Price System 14 Equity Theory and Justice 14 Communication 15 Leadership 16 Smartfic 16 MBO sessions 17 Vroom model 18 Conflict 19 Conflict process model 19 Reward System 20 Additional considerations 20 My role 20 This paper will analyze the possible causes of the performance deficiencies in Tony and his sales staff, and propose potential solutions suggested by each particular potential cause using several leadership models discussed in class. The paper will finish by analyzing possible improvements of my own behavior as the regional director of Happy Face Frozen Foods (HFFF) with respect to my part in this district’s weakness. One of the obvious weaknesses in the communication between Tony and me seems to be that we have different personalities...
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...Slide 1 : | Leadership 13 | Slide 2 : | Leadership Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals. Effective leadership increases the firm’s ability to meet new challenges. Leader: The person exerting the influence. Personal Leadership Style: the ways leaders choose to influence others. Some leaders delegate and support subordinates, others are very authoritarian. Managers at all levels have their own leadership style. | Slide 3 : | Leadership Across Cultures Leadership styles may vary over different cultures. European managers tend to be more people-oriented than American or Japanese managers. Japanese culture is very collective oriented, while American focuses more on profitability. Time horizons also are affected by cultures. U.S. firms often focus on short-run efforts. Japanese firms take a longer-term outlook. | Slide 4 : | Sources of Power Figure 13.1 | Slide 5 : | Sources of Power Used to affect other’s behavior and get them to act in given ways. Legitimate Power: manager’s authority resulting by their management position in the firm. Can be power to hire/fire workers, assign work. Reward Power: based on the manager’s ability to give or withhold rewards. Pay raises, bonuses, verbal praise. Effective managers use reward power to signal employees they are doing a good job. | Slide 6 : | Sources of Power Coercive Power: based in ability to punish others...
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...considered as a history of passion (Schermerhorn 2010, p.438). It was begun by a pair of Stevens, i.e. Steven Wozniak and Steven Jobs together with Ronald Wayne, who combined their professional skills to create Apple Computer [1]on 1st April 1976 with the release of the Apple I, the first Apple computer, in the same year. Since the establishment, Apple has been focusing on the consumer electronics, computer software, and personal computers and the best-known products include Iphone, Ipad, Mac line of computers and other hardware and software products. And according one of the most recent brand study carried out by the global brands agency Millward Brown, Apple has overtaken Google as the world’s most valuable brand (Bbc.co.uk 2011). Figure 1 Steve Jobs and the most recent Iphone 4 in white Source: Yohe 2010 1.2 Industrial environment introduction As claimed by Hill and Jones (2008, p.100) that for the last 20 years, fast growth of the power of the computer has greatly attributed to the high extent of innovation and a turbulent environment in the personal computer industry. There are a number of players and potential entrants in the industry that drive up the competition and such fierce competition again is enhanced by the fast technological innovation resulting in the fact that no single company, no matter how large and power it is once, could maintain absolute competitive advantage for a long time. For example, in the 1980s Apple Computer manage to build up a competitive...
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...During the first half of the semester I was exposed to the concepts of leadership and the qualities that will make or break good organizational leaders. Moreover the ability to understand a person’s personality trait and how we can use to our advantage was also an important part of this course. To showcase my understanding of the subjects learned so far, I will review all the chapters done one by one and share my findings. We will start with our textbook by Lussier & Achua. Chapter 1: Who is a leader? According to Lussier and Achua (2014), in this chapter we try to understand what leadership is about, the three levels of leadership analysis, and four major leadership paradigms. In this chapter we studied why leadership is important and how companies like GE and Domino’s enhance their employees’ leadership skills set and become leaders in their industry. According to George (2015), gone are the days when managers could ensure success by relying on their knowledge of local markets, operating skills, technical understanding, and financial acumen. Today they must be skilled in aligning their multicultural organizations around the company’s mission and values. Hence this chapter helps an individual to understand the different types of leaders and their quality, and when to use them based on the situation. In this chapter we learned about the five key elements about leadership such as leader-follower, influencing, organizational objectives, change, and people. Understanding...
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