1 / 21

Leadership and Trust

Leadership and Trust. Learning Outcomes. Define the term leader Compare leaders and managers Review the trait theories of leadership Describe the Fiedler contingency model Summarize the path-goal leadership theory. Learning Outcomes. Explain situational leadership

gefjun
Télécharger la présentation

Leadership and Trust

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Leadership and Trust Chapter 11

  2. Learning Outcomes • Define the term leader • Compare leaders and managers • Review the trait theories of leadership • Describe the Fiedler contingency model • Summarize the path-goal leadership theory Chapter 11

  3. Learning Outcomes • Explain situational leadership • Discuss the qualities of charismatic leaders • Describe the skills of visionary leaders • Explain the roles of effective team leaders • Identify the five dimensions of trust Chapter 11

  4. What Is Leadership? • A definition of management • A definition of leadership • Formal and informal leaders • Leadership and management Chapter 11

  5. Ambition and Energy Desire to Lead Honesty and Integrity Self- Confidence Intelligence Job-Relevant Knowledge Trait Theories of Leadership Chapter 11

  6. Continuum of Leader Behavior Manager makes decision Autocratic Manager sells decision Consultative Manager presents ideas Manager presents tentative decision Participative Boss-Centered Leadership Employee-Centered Leadership Manager presents problem Democratic Manager sets decision limits Employees make decision Laissez-faire Chapter 11

  7. Formal Studies of Behavioral Styles Initiating Structure Ohio State Consideration Employee-Orientation University of Michigan Production-Orientation Chapter 11

  8. The Managerial Grid 1 2 3 4 5 6 7 8 9 (1,9) (9,9) (5,5) Concern for People (9,1) (1,1) 1 2 3 4 5 6 7 8 9 Concern for Production Chapter 11

  9. Fiedler’s LPC Scale 8 7 6 5 4 3 2 1 ........................... Unpleasant Unfriendly Accepting Frustrating Enthusiastic Relaxed Close Warm Uncooperative Hostile Interesting Harmonious Hesitant Inefficient Cheerful Guarded Pleasant Friendly Rejecting Helpful Unenthusiastic Tense Distant Cold Cooperative Supportive Boring Quarrelsome Self-assured Efficient Gloomy Open ........................... ........................... ........................... ........................... ........................... ........................... ......................…. ........................... ........................... ........................... ........................... ........................... ........................... ........................... .....................…. Chapter 11

  10. High People-Oriented Task-Oriented Performance Low Favorable Moderate Unfavorable • Category • Leader-Member • Relations • Task Structure • Position Power I Good High Strong II Good High Weak III Good Low Strong IV Good High Weak V Poor High Strong VI Poor High Weak VII Poor Low Strong VIII Poor Low Weak Findings of the Fiedler Model

  11. The Path-Goal Theory Environmental Situational Factors Leader Behavior Outcomes Subordinate Situational Factors Chapter 11

  12. 4 5 2 1 3 Leader Participation Model Employee Involvement Continuum Increased Leader Control Increased Employee Involvement Chapter 11

  13. Contingency Variables in the Revised Leader-Participation Model Quality Requirement Commitment Requirement Leader Information Problem Structure Commitment Probability Goal Congruence Employee Conflict Employee Information Time Constraint Geographic Dispersion Motivation Time Motivation Development Chapter 11

  14. R3 R2 Able and unwilling Unable and Willing The Situational Leadership Model Style of Leader High relationship and low task High task and high relationship S3 S2 Participating Selling Relationship Behavior Delegating Telling Low relationship and low task High task and low relationship Task Behavior S4 S1 High Moderate Low R4 R1 Able and willing Unable and unwilling Chapter 11

  15. Self-confidence Vision and articulation Strong convictions Extraordinary behavior Image as a change agent Environmental sensitivity Charismatic Leadership Chapter 11

  16. Visionary Leadership Explain the Vision Express the Vision Extend the Vision Chapter 11

  17. Transactional Leaders Leadership Styles Motivation versus Inspiration Transformational Leaders Chapter 11

  18. Coaches Liaisons Team Leader Roles Conflict Managers Trouble- Shooters Chapter 11

  19. Leadership Issues National Culture and Leadership Substitutes for Leadership Chapter 11

  20. What Is Trust? • Integrity • Competence • Consistency • Loyalty • Openness Chapter 11

  21. Three Types of Trust Deterrence- Based Knowledge- Based Identification- Based Chapter 11

More Related