Chapter 11Leadership and Trust : FOM 11.1 Chapter 11Leadership and Trust
Learning Outcomes : FOM 11.2 Learning Outcomes Define leader and explain the difference between mangers and leaders
Summarize the conclusions of trait theories of leadership
Describe the Fiedler contingency model
Summarize the path-goal model of leadership (continued)
Learning Outcomes(continued) : FOM 11.3 Learning Outcomes(continued) Explain situational leadership
Discuss the qualities that characterize charismatic leaders
Describe the skills that visionary leaders exhibit
Explain the four specific roles of effective team leaders
Identify the five dimensions of trust
Slide 4: FOM 11.4
Slide 5: FOM 11.5 Trait Theories of Leadership
Identifiable Leadership Behaviours : FOM 11.6 Identifiable Leadership Behaviours Behaviors go beyond looking at traits:
Autocratic
Centralize Authority, Limit participation
Democratic
Full participation, discussion, etc
Laissez-faire
Gives team members full freedom
Charismatic Leadership : FOM 11.7 Charismatic Leadership Self-confidence
Vision
Ability to articulate a vision
Strong convictions
Extraordinary behaviour
Appearance as change agent
Environmental sensitivity
Slide 8: FOM 11.8 Extend
the Vision Explain
the Vision Express
the Vision Visionary Leadership
Entrepreneurs and Visionary Leadership : FOM 11.9 Entrepreneurs and Visionary Leadership Leader of a jazz ensemble
Draws out the best of everyone
Driving force through the early stages of the venture
Leadership Issues : FOM 11.10 Leadership Issues National culture
Emotional intelligence
Self-awareness
Self-management
Self-motivation
Empathy
Social skills
Substitutes for leadership
Trust: The Essence of Leadership : FOM 11.11 Trust: The Essence of Leadership Integrity
Competence
Consistency
Loyalty
Openness
Trust as the Foundation ofLeadership : FOM 11.12 Trust as the Foundation ofLeadership Willing to be vulnerable
Ability to gain knowledge and creative thinking
In times of change and instability, people turn to personal relationships