Chapter

THIRTEEN

Contemporary Issues
in Leadership

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Framing:
Framing: Using
Using Words
Words to
to Shape
Shape Meaning
Meaning
and
and Inspire
Inspire Others
Others
Framing
A way to use language to
manage meaning

Leaders
Leadersuse
useframing
framing
(selectively
(selectivelyincluding
including
or
orexcluding
excludingfacts)
facts)to
to
influence
influencehow
howothers
others
see
seeand
andinterpret
interpret
reality.
reality.
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 Considerable maneuverability with respect to facts

Leaders can use language to shape perceptions
Through framing leaders determine whether people
notice problems , and how they react to problems.
Charismatic a certain quality of an individual that
sets him apart from ordinary people and treated as
endowed with supernatural , superhuman or
exceptional powers or personality.

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Inspirational
Inspirational Approaches
Approaches to
to Leadership
Leadership
Charismatic Leadership Theory
Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain behaviors.

Charismatic
Charismaticleaders:
leaders:
1.1.
2.2.

Have
Haveaavision.
vision.
Are
Arewilling
willingtototake
takepersonal
personalrisks
riskstotoachieve
achievethe
the
vision.
vision.
3.3. Are
Aresensitive
sensitivetotofollower
followerneeds.
needs.
4.4. Exhibit
Exhibitbehaviors
behaviorsthat
thatare
areout
outofofthe
theordinary.
ordinary.

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Key
Key Characteristics
Characteristics of
of Charismatic
Charismatic Leaders
Leaders
1. Vision and articulation. Has a visionexpressed as an
idealized goalthat proposes a future better than the status quo;
and is able to clarify the importance of the vision in terms that are
understandable to others

2. Personal risk. Willing to take on high personal risk, incur high

costs and engage in self-sacrifice to achieve the vision

3. Environmental sensitivity. Able to make realistic

assessments of the environmental constraints and resources
needed to bring about change

4. Sensitivity to follower needs. Perceptive of others abilities

and responsive to their needs and feelings

5. Unconventional behavior. Engages in behaviors that are

perceived as novel and counter to norms

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Source: Based on J. A. Conger and R. N. Kanungo, Charismatic

Leadership in Organizations (Thousand Oaks, CA: Sage, 1998), p. 94.

E X H I B I T 131
E X H I B I T 131

 Charismatic behaviours can be learnt: optimistic view

, creating a bond that inspires people o follow ,
tapping in others emotions
How C leadersd influence followers :
Vision statement
Communicates performance expectations and
confidence in followers.
Conveys thru words and actions a new set of
values , sets eg to follow.

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Vision
Vision defined
defined
Compelling imagery that draws upon peoples
emotions and energy
Creates enthusiasm
Inspirational possibilities that are value centered.
realiseable and fit the times and situation
Charisma is more successful when the followers task
has an ideological component or when the
environment has stress and uncertainity
Level in the organisation since vision is a key
component of charisma.Charismatic leadership may
affect some followers more than others
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 Vision likely to fail if it does not offer a view of the

future that is clearly visible and demonstrably better
for the organisation and its people.
The dark side of charisma:make co in their own
image
Ego driven charisma
Self interests and personal goals are overriding
Intolerant of criticism
Performing firms show an absence of ego driven
charismatic leaders. Who generate extraordinary
results without fanfare.
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 They have the basic qualities:

Indi capability , team skills , managerial competence
and the ability to stimulate others to high level of
performance

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Beyond
Beyond Charismatic
Charismatic Leadership
Leadership
Level 5 Leaders
Possess a fifth dimensiona paradoxical blend of
personal humility and professional willin 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

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Transactional
Transactional and
and Transformational
Transformational Leadership
Leadership
Transactional Leaders

Contingent Reward

Leaders who guide or motivate

their followers in the direction of
established goals by clarifying role
and task requirements

Management by
Exception (active)
Management by
Exception (passive)
Laissez-Faire

Transformational Leaders
Leaders who provide the four Is
(individualized consideration,
inspirational motivation, idealized
influence, and intellectual
stimulation)

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Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individual Consideration

Characteristics
Characteristics of
of Transactional
Transactional Leaders
Leaders
Contingent Reward: Contracts exchange of rewards for
effort, promises rewards for good performance,
recognizes accomplishments

Management by Exception (active): Watches and

searches for deviations from rules and standards, takes
corrective action

Management by Exception (passive): Intervenes only

if standards are not met

Laissez-Faire: Abdicates responsibilities, avoids making

decisions

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Source: B. M. Bass, From Transactional to Transformational Leadership: Learning to

Share the Vision, Organizational Dynamics, Winter 1990, p. 22. Reprinted by permission
of the publisher. American Management Association, New York. All rights reserved.

E X H I B I T 132
E X H I B I T 132

Full
Full Range
Range of
of Leadership
Leadership Model
Model

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Characteristics
Characteristics of
of Transformational
Transformational Leaders
Leaders
Idealized Influence: Provides vision and sense of
mission, instills pride, gains respect and trust

Inspiration: Communicates high expectations, uses

symbols to focus efforts, expresses important purposes in
simple ways

Intellectual Stimulation: Promotes intelligence,

rationality, and careful problem solving

Individualized Consideration: Gives personal attention,

treats each employee individually, coaches, advises

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E X H I B I T 132 (contd)
E X H I B I T 132 (contd)

 Transformational leadership is built on top of

transactional leadership
transformational leader is superior to Charismatic
leader

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Authentic
Authentic Leaders
Leaders and
and Ethical
Ethical Behavior
Behavior
Authentic leaders know who they are, what they
believe in and value, and act on those values openly
and candidly.
Followers see them as ethical.

Authentic leaders share info , encourage open

communication and stick to ideals.
Ethical leaders use ethical means to get followers to
achieve their goals, and the goals themselves are

Charisma has an ethical

component
ethical.

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Ethical
Ethical Leadership
Leadership
Actions
Actions
Work
Workto
topositively
positivelychange
changethe
the
attitudes
attitudesand
andbehaviors
behaviorsofof
employees
employees
Engage
Engageininsocially
sociallyconstructive
constructive
behaviors
behaviors
Do
Donot
notabuse
abusepower
poweror
oruse
use
improper
impropermeans
meanstotoattain
attaingoals
goals

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Trust:
Trust: The
The Foundation
Foundation of
of Leadership
Leadership
Trust
A positive expectation that
another will notthrough
words, actions, or decisions
act opportunistically
Trust is a history-dependent
process (familiarity) based
on relevant but limited
samples of experience (risk)

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E X H I B I T 134
E X H I B I T 134

Dimensions
Dimensions of
of Trust
Trust
Integrity
Honesty and truthfulness

Competence
An individuals technical
and interpersonal
knowledge and skills

Consistency
An individuals reliability,
predictability, and good
judgment in handling
situations

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Loyalty
The willingness to
protect and save face for
another person

Openness
Reliance on the person
to give you the full truth

 Trust and trust worthiness moderate the leaders

access to knowledge and cooperation.

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Three
Three Types
Types of
of Trust
Trust
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated. To be
effective the potential loss of future interaction must outweigh
the potential profit that comes from violating that trust .the
potentially harmed party must be willing to introduce harm

Most new relationships begin on this trust.

2007 Prentice Hall

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 Knowledge-based Trust
Trust based on behavioral predictability that comes
from a history of interaction
Relies on information rather than deterrence.
Trust based on a mutual understanding of one
anothers intentions and appreciation of the others
wants and desires
Knowledge based trust is not broken by inconsistent
behaviour.
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 Identification based trust:

emotional connection between the parties.
One person acts as substitute for the other in
interpersonal transactions
Trust exists because the parties understand each
others intentions.
Controls are minimal.

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Basic
Basic Principles
Principles of
of Trust
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.

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Employees
Employees Trust
Trust in
in Their
Their CEOs
CEOs
Employees who believe in senior management:

2007 Prentice Hall

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Source: Gantz Wiley Research. Reproduced in USA Today, February 12, 2003, p. 7B.

E X H I B I T 122
E X H I B I T 122

Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Providing
Providing
Team
Team Leadership
Leadership

Team
TeamLeadership
LeadershipRoles
Roles
Act
Actas
asliaisons
liaisonswith
withexternal
external
constituencies
constituencies
Serve
Serveas
astroubleshooters
troubleshooters
Managing
Managingconflict
conflict
Coaching
Coachingtotoimprove
improveteam
team
member
memberperformance
performance

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Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Providing
Providing
Team
Team Leadership,
Leadership, contd.
contd.

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E X H I B I T 13-6
E X H I B I T 13-6

Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Mentoring
Mentoring
Mentor
A senior employee who
sponsors and supports
a less-experienced
employee (a protg)

Mentoring
MentoringActivities
Activities
Present
Presentideas
ideasclearly
clearly
Listen
Listenwell
well
Empathize
Empathize
Share
Shareexperiences
experiences
Act
Actas
asrole
rolemodel
model
Share
Sharecontacts
contacts

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Provide
Providepolitical
political
guidance
guidance

 Career functions:get challenging and visible

assignments
Coaching to develop skills
Exposure to influential persons
Protecting from risks to reputation
Nominating for promotions
Sonding board for ideas
PSYCHOSOCIAL FUNCTIONS:
Conseling
Sharing personal experiences
Acceptance , role model.
2007 Prentice Hall
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Contemporary
Contemporary Leadership
Leadership Roles:
Roles: Self-Leadership
Self-Leadership
Self-Leadership
A set of processes
through which
individuals control their
own behavior.

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Creating
CreatingSelf-Leaders
Self-Leaders
Model
Modelself-leadership
self-leadership
Encourage
Encourageemployees
employeestoto
create
createself-set
self-setgoals
goals
Encourage
Encouragethe
theuse
useofofselfselfrewards
rewards
Create
Createpositive
positivethought
thought
patterns
patterns
Create
Createaaclimate
climateofofselfselfleadership
leadership
Encourage
Encourageself-criticism
self-criticism

Online
Online Leadership
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 individuals verbal and written communications may
not follow the same style.
Writing skills will likely become an extension of
interpersonal skills

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Challenges
Challenges to
to the
the Leadership
Leadership Construct
Construct
Attribution Theory of Leadership
The idea that leadership is merely an attribution that
people make about other individuals

Qualities
QualitiesAttributed
Attributedto
toLeaders
Leaders
Leaders
Leadersare
areintelligent,
intelligent,outgoing,
outgoing,have
havestrong
strongverbal
verbalskills,
skills,
are
aggressive,
understanding,
and
industrious.
are aggressive, understanding, and industrious.
Effective
Effectiveleaders
leadersare
areperceived
perceivedas
asconsistent
consistentand
and
unwavering
unwaveringinintheir
theirdecisions.
decisions.
Effective
Effectiveleaders
leadersproject
projectthe
theappearance
appearanceofofbeing
beingaaleader.
leader.

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Substitutes
Substitutes and
and Neutralizers
Neutralizers for
for Leadership
Leadership
Defining Characteristics

Relationshiporiented
Leadership

Taskoriented
Leadership

No effect on
Substitutes for
Neutralizes

Substitutes for
Substitutes for
Neutralizes

No effect on
No effect on
Substitutes for

Substitutes for
Substitutes for
No effect on

No effect on
No effect on
Substitutes for

Substitutes for
Substitutes for
Substitutes for

Individual
Experience/training
Professionalism
Indifference to rewards

Job
Highly structured task
Provides its own feedback
Intrinsically satisfying

Organization
Explicit formalized goals
Rigid rules and procedures
Cohesive work groups

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Source: Based on S. Kerr and J. M. Jermier, Substitutes for Leadership: Their Meaning and
Measurement, Organizational Behavior and Human Performance, December 1978, p. 378.

E X H I B I T 137
E X H I B I T 137

Finding
Finding and
and Creating
Creating Effective
Effective Leaders
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 candidates
fit with the job

Training
Recognize that 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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Chapter
Chapter Check-up:
Check-up: Contemporary
Contemporary Issues
Issues in
in
Leadership
Leadership
Which theory suggests that if youre a
lawyer, you might not need a relationship or
a task-oriented leader?

Substitutes
Substitutesfor
forLeadership
LeadershipTheory
Theorysuggests
suggeststhat
thatprofessionalism
professionalism
(which
(whichaaprofessional
professionallawyer
lawyerwould
wouldhave)
have)can
canactually
actuallysubstitute
substitute
for
fortasktask-and
andrelationship-based
relationship-basedleadership.
leadership.

2007 Prentice Hall Inc. All rights reserved.

Chapter
Chapter Check-up:
Check-up: Contemporary
Contemporary Issues
Issues in
in
Leadership
Leadership
If your leader skips down the hall, which theory
suggests the type of leader she or he is?
Transformational
Transactional
Level 5
Full Range
Charismatic

Your
Your leader
leader isisexhibiting
exhibiting unconventional
unconventionalbehavior,
behavior,
which
whichisissomething
somethingcharismatic
charismaticleaders
leaders do.
do.
2007 Prentice Hall Inc. All rights reserved.

Chapter
Chapter Check-up:
Check-up: Contemporary
Contemporary Issues
Issues in
in
Leadership
Leadership
Julie spends time with each subordinate and
knows their development plans for the next
five years. Julie exhibits ____________.
Inspirational Motivation
Unconventional Behavior
Individualized Consideration
Full Range Leadership
Charismatic Leadership

Julie
Julieisisshowing
showingindividualized
individualizedconsideration,
consideration,part
part of
of
transformational
transformationalleadership.
leadership.
2007 Prentice Hall Inc. All rights reserved.