1. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.1 Chapter 11 Leadership and Trust

2. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.2 Learning Outcomes Define leader and explain the difference between mangers and leaders Summarize the conclusions of trait theories of leadership Describe the Fiedler contingency model Summarize the path-goal model of leadership (continued)

3. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.3 Learning Outcomes (continued) Explain situational leadership Discuss the qualities that characterize charismatic leaders Describe the skills that visionary leaders exhibit Explain the four specific roles of effective team leaders Identify the five dimensions of trust

4. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.4 Managers Versus Leaders May Have Managerial Authority and Influence Others Appointed and Have Formal Authority ManagersLeaders

5. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.5 Trait Theories of Leadership DriveDesire to Lead Self-ConfidenceHonesty and Integrity IntelligenceJob-RelevantKnowledge

6. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.6 Identifiable Leadership Behaviours Autocratic Democratic Laissez-faire

7. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.7 Formal Studies of Behavioural Styles Ohio State Initiating Consideration University of Michigan Employee orientation Production orientation

8. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.8 Fiedler’s Contingency Model Least-Preferred Coworker (LPC) Scale Leader-Member Relations Task Structure Position Power

9. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.9 Findings of the Fiedler Model 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 High Low Performance People-Oriented Task-Oriented FavourableModerateUnfavourable

10. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.10 The Path-Goal Theory Environmental Contingency Factors Leader Behaviour Outcomes Employee Contingency Factors

11. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.11 1 2 3 45 Increased Employee Involvement Increased Leader Control Employee Involvement Continuum Leader-Participation Model

12. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.12 Contingency Variables in the Revised Leader-Participation Model Quality Requirement Problem Structure Employee Conflict Geographic Dispersion Commitment Requirement Commitment Probability Employee Information Motivation Time Leader Information Goal Congruence Time Constraint Motivation Development

13. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.13 Charismatic Leadership Self-confidence Vision Ability to articulate a vision Strong convictions Extraordinary behaviour Appearance as change agent Environmental sensitivity

14. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.14 Extend the Vision Explain Express Visionary Leadership

15. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.15 Entrepreneurs and Visionary Leadership Leader of a jazz ensemble Draws out the best of everyone Driving force through the early stages of the venture

16. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.16 Leadership Styles Transactional Transformational

17. Specific Team Leadership Roles Coach Troubleshooter Conflict manager Team Leadership Roles Liaison with external constituencies FOM 11.17 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

18. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.18 Leadership Issues National culture Emotional intelligence Self-awareness Self-management Self-motivation Empathy Social skills Substitutes for leadership

19. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.19 Trust: The Essence of Leadership Integrity Competence Consistency Loyalty Openness

20. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.20 Trust as the Foundation of Leadership Willing to be vulnerable Ability to gain knowledge and creative thinking In times of change and instability, people turn to personal relationships

21. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.21 Deterrence-Based Trust Fear Reprisal Punishment

22. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.22 Knowledge-Based Trust Predictable Information History Communication

23. Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 11.23 Identification-Based Trust Understanding Emotional connection Unquestioned loyalty