Chapter 12

1. Chapter 12 Contemporary Issues in Leadership

2. Trust: The Foundation of Leadership Trust A positive expectation that another will not—through words, actions, or decisions—act opportunistically. Trust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk).

3. 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. Dimensions of Trust

4. Trust and Leadership Leadership TRUSTandINTEGRITY

5. Three Types of Trust Deterrence-based Trust Trust based on fear of reprisal if the trust is violated. Knowledge-based Trust Trust based on behavioral predictability that comes from a history of interaction. Identification-based Trust Trust based on a mutual understanding of each other’s intentions and appreciation of the other’s wants and desires.

6. Framing: Using Words to Shape Meaning and Inspire Others Framing A way to use language to manage meaning. Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality.

8. Inspirational Approaches to Leadership Charismatic Leadership Theory Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. • Charismatics Influence Followers By: • Articulating the vision • Setting high performance expectations • Conveying a new set of values • Making personal sacrifices

9. 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.

10. Traits Make a Comeback – ‘Level 5 Leadership - the triumph of humility and fierce resolve’ (Collins, 2001) • Level 5 leaders needed for the transformation of good companies to great ones: Level 5 Executive Builds enduring greatness through a paradoxical combination of personal humility plus professional will. Level 4 Effective Leader Catalyses commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards. Level 3 Competent Manager Organises people & resources toward the effective and efficient pursuit of predetermined objectives. Level 2 Contributing Team Member Contributes to the achievement of group objectives; works effectively with others in a group setting. Level 1 Highly Capable IndividualMakes productive contributions through talent, knowledge, skills and good work habits.

11. Transformational Leadership Perspective • Era of popularity – 1980s+ • Assumptions: leaders as managers of meaning • Criticisms: overemphasis on top-level leaders; little focus on informal leadership processes; little attention to situational factors • Transformational leaders • Leading -- changing the organization to fit the environment • Develop, communicate, enact a vision • Transactional leaders • Managing -- linking job performance to rewards • Ensure employees have necessary resources • Apply contingency leadership theories

12. Self-confidence Vision Key characteristics of transformational leaders Articulate Strong convictions Unconventional Change agent Environment sensitive

13. Emotional Intelligence and Leadership Effectiveness • Elements of Emotional Intelligence: • Self-awareness • Self-management • Self-motivation • Empathy • Social skills

14. Goleman (2000) – a little bit of this, a little bit of that…combining contingency and competency/trait approaches • 6 leadership styles, each springing from different components of emotional intelligence (EI) • Leaders with the best results do not rely on only one leadership style – ‘they use most of them each week, seamlessly and in different measure’

15. Goleman (cont.) – 6 leadership styles & relationship to EI

16. Goleman (cont.) – 6 leadership styles & relationship to EI

17. Contemporary Leadership Roles: Providing Team Leadership • Team Leadership Roles: • Act as liaisons with external constituencies. • Serve as troubleshooters. • Managing conflict. • Coaching to improve team member performance

18. Contemporary Leadership Roles: Mentoring Mentor A senior employee who sponsors and supports a less-experienced employee (a protégé). It is a tool that organisations can use to nurture and grow their people. • Mentoring Activities: • Present ideas clearly • Listen well • Empathize • Share experiences • Act as role model • Share contacts • Provide political guidance

19. Mentoring • Deliberate, intentional learning is the cornerstone • Both failures and success are powerful teachers • Leaders need to tell their stories • Development matures over time with continuous learning • Mentoring is a joint venture

20. Contemporary Leadership Roles: Self-Leadership Self-Leadership A set of processes through which individuals control their own behavior. • Creating self leaders: • Model self-leadership. • Encourage employees to create self-set goals. • Encourage the use of self-rewards. • Create positive thought patterns. • Create a climate of self-leadership. • Encourage self-criticism.

21. Ethical Leadership • Actions: • Work to positively change the attitudes and behaviors of employees. • Engage in socially constructive behaviors. • Do not abuse power or use improper means to attain goals.

22. 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

23. Romance Perspective of Leadership Do we have a romantic and unrealistic view of leadership? • Attributing Leadership – are events really caused by leader behaviours? • Stereotyping Leadership – based on appearance and action rather than outcomes. • Need for Situational Control – we want to believe leaders make a difference

24. 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.

25. So…what about followers? (Kelley, 1988) To more effectively manage ‘followership’, we need to: • Redefine followership and leadership – to view them as equal but different • Honing followership skills – through follower training – eg. on critical thinking, self-management skills, moving between the two roles • Provide performance evaluation and feedback – to evaluate followership as we may evaluate leadership • Create organisational structures which encourage followership – eg. sharing leadership in leaderless groups, delegating to the lowest possible level