OBch12 - Robbins Organizational Behavior Chapter Twelve...

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Robbins: Organizational Behavior Chapter Twelve CONTEMPORARY ISSUES IN LEADERSHIP LEARNING OBJECTIVES After studying this chapter, students should be able to: 1. Identify the five dimensions of trust. 2. Define the qualities of a charismatic leader. 3. Contrast transformational with transactional leadership. 4. Identify the skills that visionary leaders exhibit. 5. Explain how framing influences leadership effectiveness. 6. Identify the four roles that team leaders perform. 7. Explain the role of a mentor. 8. Describe how on-line leadership differs from face-to-face leadership. 9. Identify when leadership may not be necessary. 10. Explain how to find and create effective leaders. CHAPTER OVERVIEW Effective managers today must develop trusting relationships with those whom they seek to lead. Why? As organizations have become less stable and predictable, strong bonds of trust are likely to be replacing bureaucratic rules in defining expectations and relationships. Managers who are not trusted are not likely to be effective leaders. Organizations are increasingly searching for managers who can exhibit transformational leadership qualities. They want leaders with visions and the charisma to carry those visions out. While true leadership effectiveness may be a result of exhibiting the right behaviors at the right time, the evidence is quite strong that people have a relatively uniform perception of what a leader should look like. They attribute “leadership” to people who are smart, personable, verbally adept, and the like. To the degree that managers project these qualities, others are likely to deem them leaders. For managers concerned with how to fill key positions in their organization with effective leaders, we have shown that tests and interviews help to identify people with leadership qualities. In addition to focusing on leadership selection, managers should also consider investing in leadership training. Many individuals with leadership potential can enhance their skills through formal courses, workshops, rotating job responsibilities, coaching, and mentoring. WEB EXERCISES At the end of each chapter of this instructor’s manual, you will find suggested exercises and ideas for researching the WWW on OB topics. The exercises “Exploring OB Topics on the Web” are set up so that you can simply photocopy the pages, distribute them to your class, and make assignments accordingly. You may want to assign the exercises as an out-of-class activity, or as lab activities with your class. Within the lecture notes the graphic will note that there is a WWW activity to support this material. The chapter opens with a profile of Rudolph W. Giuliani, the former mayor of New York City. As shock and grief gripped the nation after the September 11 th terrorists attacks, Giuliani stepped up and led the city and nation through the crisis. In the weeks that followed he provided the leadership that the public so craved. He found the right balance between being a hardnosed administrator and a caring and emotional leader. Time magazine named him its 2001 “Person of the Year.” 251
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This note was uploaded on 04/19/2010 for the course BUSINESS OB taught by Professor Minfei during the Spring '08 term at National Taiwan University.

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OBch12 - Robbins Organizational Behavior Chapter Twelve...

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