Associated with leadership o breaking it can have

- Associated with leadership
o Breaking it can have serious adverse effects on group’s performance
o Followers who trust a leader are confident their rights and interests will not be
abused.
- Transformational leaders generate higher levels of trust from followers, which in turn is
related to higher levels of team confidence and ultimately, higher levels of team
performance.
- Developing Trust

o Characteristics of the followers also influence building trust. Key characteristic
lead us to believe a leader is trustworthy:
 Integrity – refers to honesty and truthfulness – consistency between what
you do and say
 Benevolence – means the trusted person has your interests at heart,
even if yours aren’t necessarily in line with theirs. Caring and supportive
behavior is part of the emotional bond between leaders and followers.
 Ability – encompasses an individual’s technical and interpersonal
knowledge and skills
o Trust propensity – refers to how likely a particular employee is to trust a leader.
 Closely linked with personality trait of agreeableness, while people with
lower self-esteem are less likely to trust others
 Time is the final ingredient for trust. Leaders need to demonstrate they
have integrity, benevolence and ability in situations where trust is
important
o Consequences of Trust
o Trust encourages taking risks
o Trust facilitates information sharing
o Trusting groups are more effective
o Trust enhances productivity
- Leading for the Future
o Mentor – a senior employee who sponsors and supports a less-experienced
employee, a protégé. Successful mentors are good teachers. They present
ideas clearly, listen well, and empathize with protégés problems. Mentoring
relationships serve both career functions and psychosocial functions.
o Career Functions:
 Lobbying for challenging and visible assignment
 Coaching to develop skills & achieve work objectives
 Providing exposure to influential individuals
 Protecting from possible risks to reputation

 Sponsoring by nominating for advances or promotions
 Acting as a sound board
o Psychosocial Functions
 Counseling to bolster self-confidence
 Sharing personal experiences
 Providing friendship
 Acting as a role model
 Traditional informal mentoring relationships develop when leaders identify
a less experienced, lower level employee who appears to have potential
for future development.
 Upper managers traditionally are white males and they tend to select
protégés similar to themselves in background, education, gender, race,
ethnicity, and religion, minorities and women are less likely to be chosen.
Challenges to the Leadership construct
- Attribution Theory of Leadership – a leadership theory that says that leadership is merely
an attribution that people make about other individuals. Such as:
o Intelligence
o Outgoing personality
o Strong verbal skills
o Aggressiveness
o Understanding
o Industriousness
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