Issues Chapter
THIRTEEN
Contemporary in Leadership
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Framing: Using Words to Shape Meaning and Inspire Others
Framing
A way to use language to manage meaning.
Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality.
2007 Prentice Hall Inc. All rights reserved.
Inspirational Approaches to Leadership
Charismatic Leadership Theory
Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. Charismatic Leaders
1. Have a vision 2. Are willing to take personal risks to achieve the vision 3. Are sensitive to follower needs 4. Exhibit behaviors that are out of the ordinary
2007 Prentice Hall Inc. All rights reserved.
Key Characteristics of Charismatic Leaders
1. Vision and articulation. Has a vision--expressed as an
idealized goal--that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others.
2. Personal risk. Willing to take on high personal risk, incur
high costs and engage in self-sacrifice to achieve the vision.
3. Environmental sensitivity. Able to make realistic
assessments of the environmental constraints and resources needed to bring about change.
4. Sensitivity to follower needs. Perceptive of others' abilities
and responsive to their needs and feelings.
5. Unconventional behavior. Engages in behaviors that are
perceived as novel and counter to norms.
Source: Based on J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, CA: Sage, 1998), p. 94.
E X H I B I T 131
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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.
2007 Prentice Hall Inc. All rights reserved.
Transactional and Transformational Leadership
Transactional Leaders
Contingent Reward
Management by Exception (active) Management by Exception (passive) Laissez-Faire
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
Transformational Leaders
Leaders who provide the four I's (individualized consideration, inspirational motivation, idealized influence, and intellectual stimulation
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Idealized Influence Inspirational Motivation Intellectual Stimulation
Individual Consideration
Characteristics of Transactional Leaders
Contingent Reward: Contracts exchange of rewards
for effort, promises rewards for good performance, recognizes accomplishments.
Management by Exception (active): Watches and
searches for deviations from rules and standards, takes corrective action.
Management by Exception (passive): Intervenes
only if standards are not met.
Laissez-Faire: Abdicates responsibilities, avoids
making decisions.
Source: B. M. Bass, "From Transactional to Transformational Leadership: Learning to Share the Vision," Organizational Dynamics, Winter 1990, p. 22. Reprinted by permission of the publisher. American Management Association, New York. All rights reserved. 2007 Prentice Hall Inc. All rights reserved.
E X H I B I T 132
Full Range of Leadership Model
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Characteristics of Transformational Leaders
Idealized Influence: Provides vision and sense of
mission, instills pride, gains respect and trust.
Inspiration: Communicates high expectations, uses
symbols to focus efforts, expresses important purposes in simple ways.
Intellectual Stimulation: Promotes intelligence,
rationality, and careful problem solving.
Individualized Consideration: Gives personal
attention, treats each employee individually, coaches, advises.
E X H I B I T 132 (cont'd) 2007 Prentice Hall Inc. All rights reserved.
Authentic Leaders and Ethical Behavior
Authentic Leaders know who they are, what they believe in and value, and act on those values openly and candidly. Followers see them as ethical. Ethical leaders use ethical means to get followers to achieve their goals, and the goals themselves are ethical.
2007 Prentice Hall Inc. All rights reserved.
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.
2007 Prentice Hall Inc. All rights reserved.
Trust: The Foundation of Leadership
Trust
A positive expectation that another will not--through words, actions, or decisions--act opportunistically. Trust is a historydependent process (familiarity) based on relevant but limited samples experience of (risk).
E X H I B I T 134 2007 Prentice Hall Inc. All rights reserved.
Dimensions of Trust
Integrity Loyalty
honesty and truthfulness.
Competence an individual's technical and interpersonal knowledge and skills.
the willingness to protect and save face for another person.
Openness reliance on the person to give you the full truth.
Consistency
an individual's reliability, predictability, and good judgment in handling situations.
2007 Prentice Hall Inc. All rights reserved.
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.
2007 Prentice Hall Inc. All rights reserved.
Basic Principles of 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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Employees' Trust in Their CEOs
Employees who believe in senior management:
E X H I B I T 122
Source: Gantz Wiley Research. Reproduced in USA Today, February 12, 2003, p. 7B.
2007 Prentice Hall Inc. All rights reserved.
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
2007 Prentice Hall Inc. All rights reserved.
Contemporary Leadership Roles: Mentoring
Mentor
A senior employee who sponsors and supports a less-experienced employee (a protg). Mentoring Activities:
Present ideas clearly
Listen well Empathize Share experiences
Act as role model Share contacts
Provide political guidance
2007 Prentice Hall Inc. All rights reserved.
Contemporary Leadership Roles: Self-Leadership
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 selfrewards. Create positive thought patterns. Create a climate of selfleadership. Encourage self-criticism.
2007 Prentice Hall Inc. All rights reserved.
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
2007 Prentice Hall Inc. All rights reserved.
Challenges to the Leadership Construct
Attribution Theory of Leadership
The idea that leadership is merely an attribution that people make about other individuals. Qualities attributed to leaders:
Leaders are intelligent, outgoing, have strong verbal skills, are aggressive, understanding, and industrious. Effective leaders are perceived as consistent and unwavering in their decisions. Effective leaders project the appearance of being a leader.
2007 Prentice Hall Inc. All rights reserved.
Substitutes and Neutralizers for Leadership
RelationshipOriented Leadership TaskOriented Leadership
Defining Characteristics Individual
Experience/training Professionalism Indifference to rewards
No effect on Substitutes for Neutralizes
Substitutes for Substitutes for Neutralizes
Job
Highly structured task Provides its own feedback Intrinsically satisfying No effect on No effect on Substitutes for Substitutes for Substitutes for No effect on
Organization
Explicit formalized goals Rigid rules and procedures Cohesive work groups No effect on No effect on Substitutes for Substitutes for Substitutes for Substitutes for
Source: Based on S. Kerr and J. M. Jermier, "Substitutes for Leadership: Their Meaning and Measurement," Organizational Behavior and Human Performance, December 1978, p. 378.
E X H I B I T 137
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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 that 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.
2007 Prentice Hall Inc. All rights reserved.