©Prentice Hall, 2001Chapter 111 Leadership and Trust.

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Presentation transcript:

©Prentice Hall, 2001Chapter 111 Leadership and Trust

©Prentice Hall, 2001Chapter 112 What Is Leadership? A definition of management A definition of leadership Formal and informal leaders Leadership and management

©Prentice Hall, 2001Chapter 113 Trait Theories of Leadership Ambition and Energy Desire to Lead Self-ConfidenceHonesty and Integrity IntelligenceJob-RelevantKnowledge

©Prentice Hall, 2001Chapter 114 Managerial Grid Concern for Task Concern for People

©Prentice Hall, 2001Chapter 115 Managerial Grid Concern for Task Concern for People HighLow High IDEAL How do you change? Autocratic Country Club

©Prentice Hall, 2001Chapter 116 Fiedler’s LPCModel Task Concern for People Leader-member relations Task Structure Position Power High Low GOODPOOR structured unstructured favorable for leader Type of LEADER most effective Concern for Task

©Prentice Hall, 2001Chapter 117 Cognitive Resource Theory can negatively affect leader behavior Stress

©Prentice Hall, 2001Chapter 118 Situational Leadership Theory Able and WillingLet Followers Perform Able and Unwilling Support & Participation Unable and Willing High Task Orientation Unable and UnwillingClear, Specific Directions Readiness of Followers Behavior of Leaders

©Prentice Hall, 2001Chapter 119 Leader-Member Exchange Model Personal Compatibility Subordinate Competence Leader SubordinateASubordinateBSubordinateC In-Group SubordinateDSubordinateESubordinateF Out-Group Trust High Interactions Formal Relations High Performance Low Performance

©Prentice Hall, 2001Chapter 1110 The Path-Goal Theory Environmental not controllable Environmental Performance / Satisfaction Satisfaction Leader Behavior Directive to Supportive Leader Behavior Directive to Supportive SubordinateControllableSubordinateControllable

©Prentice Hall, 2001Chapter 1111 Substitutes and Neutralizers for Leadership Defining Characteristics Relationship- Oriented Leadership Task- Oriented Leadership Individual Experience/training Professionalism Indifference to rewards Job Highly structured task Provides own feedback Intrinsically satisfying Organization Explicit formal goals Rigid rules & procedures Cohesive work groups No effect Substitutes Neutralizes No effect Substitutes No effect Substitutes Neutralizes Substitutes No effect Substitutes

©Prentice Hall, 2001Chapter 1112 TransactionalLeadershipTransactionalLeadership 4 4 Contingent reward 4 4 Lassiez-Faire 4 4 Management by exception (active)

©Prentice Hall, 2001Chapter 1113 TransformationalLeadershipTransformationalLeadership 4 4 Charisma 4 4 Inspiration 4 4 Intellectual stimulation 4 4 Individualized consideration

©Prentice Hall, 2001Chapter 1114 What Is Trust? Integrity Competence Consistency Loyalty Openness

©Prentice Hall, 2001Chapter 1115 DeterrenceBased KnowledgeBasedIdentificationBased Three Types of Trust

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