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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

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Leadership and Trust

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Leadership and trust l.jpg

Leadership and Trust

Chapter 11


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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


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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


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What Is Leadership?

  • A definition of management

  • A definition of leadership

  • Formal and informal leaders

  • Leadership and management

Chapter 11


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Ambition

and Energy

Desire

to Lead

Honesty

and Integrity

Self-

Confidence

Intelligence

Job-Relevant

Knowledge

Trait Theories of Leadership

Chapter 11


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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


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Formal Studies of Behavioral Styles

Initiating Structure

Ohio State

Consideration

Employee-Orientation

University of

Michigan

Production-Orientation

Chapter 11


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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 34

5 6 7 89

Concern for Production

Chapter 11


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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


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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


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The Path-Goal Theory

Environmental

Situational Factors

Leader

Behavior

Outcomes

Subordinate

Situational Factors

Chapter 11


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4

5

2

1

3

Leader Participation Model

Employee Involvement Continuum

Increased Leader Control

Increased Employee Involvement

Chapter 11


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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


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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


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Self-confidence

Vision and articulation

Strong convictions

Extraordinary behavior

Image as a change agent

Environmental sensitivity

Charismatic Leadership

Chapter 11


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Visionary Leadership

Explain

the Vision

Express

the Vision

Extend

the Vision

Chapter 11


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Transactional

Leaders

Leadership

Styles

Motivation

versus

Inspiration

Transformational

Leaders

Chapter 11


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Coaches

Liaisons

Team Leader

Roles

Conflict

Managers

Trouble-

Shooters

Chapter 11


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Leadership

Issues

National

Culture and

Leadership

Substitutes

for Leadership

Chapter 11


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What Is Trust?

  • Integrity

  • Competence

  • Consistency

  • Loyalty

  • Openness

Chapter 11


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Three Types of Trust

Deterrence-

Based

Knowledge-

Based

Identification-

Based

Chapter 11


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