12 Chapter Leadership and Trust Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-1

Learning Outcomes After studying this chapter, you will be able to: Define leader and leadership. Compare and contrast early leadership theories. Describe the four major contingency leadership theories. Describe modern views of leadership and the issues facing today’s leaders. Discuss trust as the essence of leadership. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-2

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Leaders and Leadership Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-4

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Early Leadership Theories Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-6

University of Iowa Studies Leadership styles: Autocratic Democratic Laissez-faire Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-7

Autocratic, Democratic, & Laissez- Faire Leadership Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-8

Ohio State Studies Main leadership behavior: 1.Initiating structure – Leader defines and structures his and employees’ roles to attain goal 2.Consideration – Leader’s job relationships show trust in and respect for employees Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-9

University of Michigan Studies Key leadership behavior: 1.Employee-oriented 2.Production-oriented Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-10

The Managerial Grid Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-11

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Fiedler’s LPC Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-13

Fiedler’s LPC (cont.) Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-14

Situational Leadership Theory Situational leadership theory (SLT) – A contingency theory that focuses on followers’ readiness Four leadership styles: Telling Selling Participating Delegating Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-15

Situational Leadership Theory (cont.) Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-16

Leader-Participation Theory Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-17

Path-Goal Theory Four leadership behaviors: Directive Supportive Participative Achievement- oriented Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-18

Path-Goal Theory (cont.) Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-19

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Leader-Member Exchange Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-21

Transactional vs. Transformational Leaders Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-22

Charismatic leaders have: A vision Ability to articulate that vision Willingness to take risks to achieve that vision Sensitivity to environmental constraints and follower needs Extraordinary behaviors Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Charismatic vs. Visionary Leadership

Leaders and Teams Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-24

Contemporary Issues: Employee Empowerment Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-25

Contemporary Issues: National Culture Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-26

Contemporary Issues: Emotional Intelligence Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-27

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The Importance of Trust Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-29

Additional Thoughts Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-30

Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 12-31