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Organizational Behavior 11e - Stephen P. Robbins

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Organizational Behavior 11e - Stephen P. Robbins

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    3. © 2005 Prentice Hall Inc. All rights reserved. 12–2 After studying this chapter, you should be able to: Identify the five dimensions of trust. Define the qualities of a charismatic leader. Contrast transformational with transactional leadership. Explain how framing influences leadership effectiveness. Identify four roles that team leaders perform. Explain the role of a mentor.

    4. © 2005 Prentice Hall Inc. All rights reserved. 12–3 After studying this chapter, you should be able to: Describe how on-line leadership differs from face-to-face leadership. Identify when leadership may not be necessary. Explain how to find and create effective leaders.

    5. © 2005 Prentice Hall Inc. All rights reserved. 12–4 Trust: The Foundation of Leadership

    6. © 2005 Prentice Hall Inc. All rights reserved. 12–5 Dimensions of Trust Integrity honesty and truthfulness. Competence an individual’s technical and interpersonal knowledge and skills. Consistency an individual’s reliability, predictability, and good judgment in handling situations. Loyalty the willingness to protect and save face for another person. Openness reliance on the person to give you the full truth.

    7. © 2005 Prentice Hall Inc. All rights reserved. 12–6 Trust and Leadership

    8. © 2005 Prentice Hall Inc. All rights reserved. 12–7 Employees’ Trust in Their CEOs

    9. © 2005 Prentice Hall Inc. All rights reserved. 12–8 Three Types of Trust

    10. © 2005 Prentice Hall Inc. All rights reserved. 12–9 Basic Principles of Trust Mistrust drives out trust. Trust begets trust. Growth often masks mistrust. Decline or downsizing tests the highest levels of trust. Trust increases cohesion. Mistrusting groups self-destruct. Mistrust generally reduces productivity.

    11. © 2005 Prentice Hall Inc. All rights reserved. 12–10 Framing: Using Words to Shape Meaning and Inspire Others

    12. © 2005 Prentice Hall Inc. All rights reserved. 12–11 Inspirational Approaches to Leadership

    13. © 2005 Prentice Hall Inc. All rights reserved. 12–12 Key Characteristics of Charismatic Leaders

    14. © 2005 Prentice Hall Inc. All rights reserved. 12–13 Beyond Charismatic Leadership Level 5 Leaders Possess a fifth dimension—a paradoxical blend of personal humility and professional will—in addition to the four basic leadership qualities of individual capability, team skills, managerial competence, and the ability to stimulate others to high performance. Channel their ego needs away from themselves and into the goal of building a great company.

    15. © 2005 Prentice Hall Inc. All rights reserved. 12–14 Transactional and Transformational Leadership

    16. © 2005 Prentice Hall Inc. All rights reserved. 12–15 Characteristics of Transactional Leaders

    17. © 2005 Prentice Hall Inc. All rights reserved. 12–16 Characteristics of Transformational Leaders

    18. © 2005 Prentice Hall Inc. All rights reserved. 12–17 Emotional Intelligence and Leadership Effectiveness

    19. © 2005 Prentice Hall Inc. All rights reserved. 12–18 Contemporary Leadership Roles: Providing Team Leadership

    20. © 2005 Prentice Hall Inc. All rights reserved. 12–19

    21. © 2005 Prentice Hall Inc. All rights reserved. 12–20 Contemporary Leadership Roles: Mentoring

    22. © 2005 Prentice Hall Inc. All rights reserved. 12–21 Contemporary Leadership Roles: Self-Leadership

    23. © 2005 Prentice Hall Inc. All rights reserved. 12–22 Ethical Leadership

    24. © 2005 Prentice Hall Inc. All rights reserved. 12–23 Online Leadership Leadership at a Distance: Building Trust The lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions. There is no supporting context to assist the receiver with interpretation of an electronic communication. The structure and tone of electronic messages can strongly affect the response of receivers. An individual’s verbal and written communications may not follow the same style. Writing skills will likely become an extension of interpersonal skills

    25. © 2005 Prentice Hall Inc. All rights reserved. 12–24 Challenges to the Leadership Construct

    26. © 2005 Prentice Hall Inc. All rights reserved. 12–25 Substitutes and Neutralizers for Leadership

    27. © 2005 Prentice Hall Inc. All rights reserved. 12–26 Finding and Creating Effective Leaders Selection Review specific requirements for the job. Use tests that identify personal traits associated with leadership, measure self-monitoring, and assess emotional intelligence. Conduct personal interviews to determine candidate’s fit with the job. Training Recognize the all people are not equally trainable. Teach skills that are necessary for employees to become effective leaders. Provide behavioral training to increase the development potential of nascent charismatic employees.

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