1. T OPIC 13 Credibility and Trust

2. G UIDELINES FOR P ARTICIPATIVE L EADERSHIP Encourage Participation Encourage people to express their concerns Describe a proposal as tentative Record ideas and suggestions Look for ways to build on ideas and suggestions Be tactful in expressing concerns about a suggestion Listen to dissenting views without getting defensive Try to utilize suggestions and deal with concerns Show appreciation for suggestions

3. D ELEGATION Varieties of Delegation Potential Advantages of Delegation Improvement in decision quality Greater subordinate commitment Making subordinates’ jobs more interesting, challenging, and meaningful Improved time management Important form of management development

4. P OTENTIAL A DVANTAGES OF D ELEGATION

5. D ELEGATION Reasons for Lack of Delegation Aspects of the leader’s personality Fear of subordinate making a mistake High need for personal achievement Characteristics of the subordinate Nature of the work

6. R EASONS FOR L ACK OF D ELEGATION

7. G UIDELINES FOR D ELEGATING What to Delegate Tasks that can be done better by a subordinate Tasks that are urgent but not high priority Tasks relevant to a subordinate’s career Tasks of appropriate difficulty Both pleasant and unpleasant tasks Tasks not central to the manager’s role

8. G UIDELINES FOR D ELEGATION How to Delegate Specify responsibilities clearly Provide adequate authority and specify limits of discretion Specify reporting requirements Ensure subordinate acceptance of responsibilities

9. D ELEGATION How to Manage Delegation Inform others who need to know Monitor progress in appropriate ways Arrange for the subordinate to receive necessary information Provide support and assistance, but avoid reverse delegation Make mistakes a learning experience

10. P ERCEIVED E MPOWERMENT Nature of Psychological Empowerment Consequences of Empowerment Benefits Consequences Facilitating Conditions for Empowerment Job design Organizational structure Organizational culture Leader selection and assessment Procedures for influencing decisions Shared leadership

11. C ONDITIONS F ACILITATING P SYCHOLOGICAL E MPOWERMENT

12. G UIDELINES FOR E MPOWERMENT Clarify objectives and explain how the work supports them Involve people in making decisions that affect them Delegate responsibility and authority for important activities Take into account individual differences in motivation and skills Provide access to relevant information Provide resources needed to carry out new responsibilities Change management systems to be consistent with empowerment

13. G UIDELINES FOR E MPOWERMENT Remove bureaucratic constraints and unnecessary controls Express confidence and trust in people Provide coaching and advice when requested Encourage and support initiative and problem solving Recognize important contributions and achievements Ensure that rewards are commensurate with new responsibilities Ensure accountability for the ethical use of power

14. T RUST IN L EADERSHIP AND T EAM P ERFORMANCE Trust can be defined as an expectation or belief that one can rely on another person’s actions and words and/or that the person has good intentions Trust in leadership is meaningful because the leader typically has the most formal power on the team, causing others to be vulnerable to him or her Trust in leadership is important in that it allows the team to be willing to accept the leader’s activities, goals, and decisions and work hard to achieve them

15. T RUST IN L EADERSHIP Hypothesis 1: Trust in leadership has a positive effect on team performance Hypothesis 2 : Trust in leadership mediates the relationship between past team performance and future team performance

16. L EADERSHIP, M ORAL D EVELOPMENT, AND C ITIZENSHIP B EHAVIOR The role that leaders play in inspiring or motivating the behavior of followers has received special attention Organizational citizenship behavior (OCB) is critical in studying the moral development of leadership

17. T HREE V ARIETIES OF P ARTICIPANT C ONTRIBUTION Dependable task accomplishment – concerns individual task performance Work group collaboration – focuses on interpersonal cooperation in the workplace Civic virtue – constructive participation in organizational governance Each type of contribution builds on the previous one, and conflicts are conceivable between civic virtue and the other forms of contribution

18. T HREE L EVELS OF M ORAL R EASONING Level 1 – Preconventional morality – morality is defined solely in terms of what an unquestioned authority figure declares to be right and wrong Level 2 – Conventional morality – focus of moral concern broadens from protection of personal interests to performance of social duties Level 3 – Post-conventional morality – moves from external definitions of morality to independently arrived at principled beliefs that are used creatively in the analysis and resolution of moral dilemmas

19. L EADERSHIP S TYLES E NCOURAGING V ARIOUS L EVELS OF M ORAL D EVELOPMENT AND OCB Leadership Style Autocratic or Coercive Leadership Path-Goal or Transactional Leadership LMX and Consideration Institutional Leadership Transforming or Servant Leadership Level of Moral Development Pre-Conventional Conventional Post-Conventional Additional form of OCB Dependable Task Accomplishment Work Group Collaboration Constructive Participation in Organizational Governance

20. C LUSTERS OF L EADERSHIP Cluster One : Performance can be induced by incentives and the instrumental moral imperative of pre-conventional moral reasoning Cluster Two : Work group collaboration – helpfulness, generosity, and cooperation – is less amenable to command and control methods Cluster Three : Constructive participation in organizational governance – avoids the extremes of both chronic complainers and docile acquiescence.