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

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OBJECTIVES
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Identify the five dimensions of trust.

2. Define the qualities of a charismatic leader.
LEARNING

3. Contrast transformational with transactional

leadership.
4. Identify the skills that visionary leaders
exhibit.
5. Explain how framing influences leadership
effectiveness.
6. Identify four roles that team leaders perform.

12–2
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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.
LEARNING

10. Explain how to find and create effective

leaders.

12–3
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Trust: The Foundation of Leadership

EXHIBIT 12-1

12–4
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Trust and Leadership

Leadership

TRUST
and
INTEGRITY

12–5
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Three Types of Trust

12–6
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Leaders as Shapers of Meaning: Framing
Issues

Leaders use framing

(selectively including
or excluding facts) to
influence how others
see and interpret
reality.

12–7
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Charismatic Leadership

Key Characteristics:
1. Vision and
articulation
2. Personal risk
3. Environmental
sensitivity
4. Sensitivity to
follower needs
5. Unconventional
behavior

12–8
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Key Characteristics of Charismatic Leaders

EXHIBIT 12-2

12–9
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Transactional and Transformational Leadership

• Contingent Reward • Charisma

• Management by • Inspiration
Exception (active)
• Intellectual Stimulation
• Management by
• Individual
Exception (passive)
Consideration
• Laissez-Faire

12–10
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Characteristics of Transactional Leaders

EXHIBIT 12-3a

12–11
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Characteristics of Transformational Leaders

EXHIBIT 12-3b

12–12
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Visionary Leadership

Qualities of a Vision:
• Inspiration that is value-
centered
• Is realizable
• Evokes superior imagery
• Well-articulated

12–13
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Qualities of a Visionary Leader

• Has the ability to

explain the vision to
others.
• Uses own behavior
to express the vision.
• Is able to extend the
vision to different
leadership contexts.

12–14
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Emotional Intelligence and Leadership
Effectiveness

Elements of Emotional
Intelligence:
• Self-awareness
• Self-management
• Self-motivation
• Empathy
• Social skills

12–15
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Contemporary Leadership Roles: Providing
Team Leadership

Team Leadership Roles:

• Act as liaisons with
external constituencies.
• Serve as troubleshooters.
• Manage conflict.

12–16
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Contemporary Leadership Roles: Mentoring

Mentoring Activities:
• Present ideas clearly
• Listen well
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance

12–17
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Contemporary Leadership Roles:
Self-Leadership

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.

12–18
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Moral 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.

12–19
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Leadership as an Attribution

Qualities attributed to
leaders:
• Leaders are intelligent,
outgoing, have strong
verbal skills, are aggressive,
understanding, and
industrious
• Effective leaders are
perceived as consistent and
unwavering in their
decisions.
• Effective leaders project the
appearance of being a
leader.

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Substitutes and Neutralizers for Leadership

EXHIBIT 12-5

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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.

12–22
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