Organizational behavior

1. ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
T E N T H E D I T I O N
© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

2. O B J E C T I V E S
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Identify the five dimensions of trust.
2. Define the qualities of a charismatic leader.
3. Contrast transformational with transactional
L E A R N I N G
leadership.
4. Identify the skills that visionary leaders
exhibit.
5. Explain how framing influences leadership
effectiveness.
6. Identify four roles that team leaders perform.
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3. O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
7. Explain the role of a mentor.
8. Describe how on-line leadership differs from
face-to-face leadership.
9. Identify when leadership may not be
necessary.
10. Explain how to find and create effective
L E A R N I N G
leaders.
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4. Trust: The Foundation of Leadership
Trust: The Foundation of Leadership
©X 2003 Prentice Hall Inc.
E HIBIT 12-1
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5. Trust and Leadership
Trust and Leadership
Leadership
Leadership
TRUST
TRUST
and
and
INTEGRITY
INTEGRITY
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6. Three Types of Trust
Three Types of Trust
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7. Leaders as Shapers of Meaning: Framing
Leaders as Shapers of Meaning: Framing
Issues
Issues
Leaders use framing
Leaders use framing
(selectively including
(selectively including
or excluding facts) to
or excluding facts) to
influence how others
influence how others
see and interpret
see and interpret
reality.
reality.
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8. Charismatic Leadership
Charismatic Leadership
Key Characteristics:
Key Characteristics:
1. Vision and
1. Vision and
articulation
articulation
2. Personal risk
2. Personal risk
3. Environmental
3. Environmental
sensitivity
sensitivity
4. Sensitivity to
4. Sensitivity to
follower needs
follower needs
5. Unconventional
5. Unconventional
behavior
behavior
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9. Key Characteristics of Charismatic Leaders
Key Characteristics of Charismatic Leaders
© 2003 Prentice Hall Inc. EXHIBIT 12-2
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10. Transactional and Transformational Leadership
Transactional and Transformational Leadership
• Contingent Reward • Charisma
• Management by • Inspiration
Exception (active)
• Intellectual Stimulation
• Management by
• Individual
Exception (passive)
Consideration
• Laissez-Faire
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11. Characteristics of Transactional Leaders
Characteristics of Transactional Leaders
© 2003 Prentice Hall Inc. EXHIBIT 12–
12-3a
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12. Characteristics of Transformational Leaders
Characteristics of Transformational Leaders
© 2003 Prentice Hall Inc. EXHIBIT 12–
12-3b
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13. Visionary Leadership
Visionary Leadership
Qualities of a Vision: :
Qualities of a Vision
• • Inspiration that is value-
Inspiration that is value-
centered
centered
• • Is realizable
Is realizable
• • Evokes superior imagery
Evokes superior imagery
• • Well-articulated
Well-articulated
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14. Qualities of a Visionary Leader
Qualities of a Visionary Leader
•• Has the ability to
Has the ability to
explain the vision to
explain the vision to
others.
others.
•• Uses own behavior
Uses own behavior
to express the vision.
to express the vision.
•• Is able to extend the
Is able to extend the
vision to different
vision to different
leadership contexts.
leadership contexts.
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15. Emotional Intelligence and Leadership
Emotional Intelligence and Leadership
Effectiveness
Effectiveness
Elements of Emotional
Elements of Emotional
Intelligence: :
Intelligence
••Self-awareness
Self-awareness
••Self-management
Self-management
••Self-motivation
Self-motivation
••Empathy
Empathy
••Social skills
Social skills
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16. Contemporary Leadership Roles: Providing
Contemporary Leadership Roles: Providing
Team Leadership
Team Leadership
Team Leadership Roles: :
Team Leadership Roles
•• Act as liaisons with
Act as liaisons with
external constituencies.
external constituencies.
•• Serve as troubleshooters.
Serve as troubleshooters.
•• Manage conflict.
Manage conflict.
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17. Contemporary Leadership Roles: Mentoring
Contemporary Leadership Roles: Mentoring
Mentoring Activities: :
Mentoring Activities
•• Present ideas clearly
Present ideas clearly
•• Listen well
Listen well
•• Empathize
Empathize
•• Share experiences
Share experiences
•• Act as role model
Act as role model
•• Share contacts
Share contacts
•• Provide political
Provide political
guidance
guidance
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18. Contemporary Leadership Roles:
Contemporary Leadership Roles:
Self-Leadership
Self-Leadership
Creating self leaders: :
Creating self leaders
• • Model self-leadership.
Model self-leadership.
• • Encourage employees to
Encourage employees to
create self-set goals.
create self-set goals.
• • Encourage the use of self-
Encourage the use of self-
rewards.
rewards.
• • Create positive thought
Create positive thought
patterns.
patterns.
• • Create aaclimate of self-
Create climate of self-
leadership.
leadership.
• • Encourage self-criticism.
Encourage self-criticism.
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19. Moral Leadership
Moral Leadership
Actions::
Actions
•• Work to positively change the
Work to positively change the
attitudes and behaviors of
attitudes and behaviors of
employees.
employees.
•• Engage in socially constructive
Engage in socially constructive
behaviors.
behaviors.
•• Do not abuse power or use
Do not abuse power or use
improper means to attain goals.
improper means to attain goals.
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20. Leadership as an Attribution
Leadership as an Attribution
Qualities attributed to
Qualities attributed to
leaders: :
leaders
• • Leaders are intelligent,
Leaders are intelligent,
outgoing, have strong
outgoing, have strong
verbal skills, are aggressive,
verbal skills, are aggressive,
understanding, and
understanding, and
industrious
industrious
• • Effective leaders are
Effective leaders are
perceived as consistent and
perceived as consistent and
unwavering in their
unwavering in their
decisions.
decisions.
• • Effective leaders project the
Effective leaders project the
appearance of being aa
appearance of being
leader.
leader.
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21. Substitutes and Neutralizers for Leadership
Substitutes and Neutralizers for Leadership
© 2003 Prentice Hall Inc. EXHIBIT 12–
12-5
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22. Finding and Creating Effective Leaders
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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