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Leadership and Trust (Modern views of leadership (Issues (National culture…

- - - - Manage the team's external boundary
      - Facilitate the team process
    - - Conflict manager
      - Coach
      - Trouble-shooter
      - Liaison with external constituencies
- - - - A leadership contingency theory that focuses on followers' readiness
    - - Telling
        
        High task-low relationship
        
        The leader defines roles and tells people what,how,when,and where to do various tasks
      - Selling
        
        High task-high relationship
        
        The leader provides both directive and supportive behavior
      - Participating
        
        Low task-high relationship
        
        The leader and followers share in decision making;the main role of the leader is facilitating and communicating
      - Delegating
        
        Low task-low relationship
        
        The leader provides little direction or support
    - - Unable but willing
        
        Use selling style
      - Able but unwilling
        
        Use participative style
      - Unable and unwilling
        
        Use telling style
      - Able and willing
        
        Use delegating style
  - - - A leadership contingency theory that's based on a sequential set of rules for determining how much participation a leader uses in decision making according to different types of situations
    - - Importance of obtaining follower commitment to the decision
      - Whether the leader has sufficient information to make a good decision
      - Importance of the decision
      - How well structured the problem is
      - Whether an autocratic decision would receive follower commitment
      - Whether followers "buy into" the organization's goals
      - Whether there is likely to be conflict among followers over solution alternatives
      - Whether followers have the necessary information to make a good decision
      - Time constraints on the leader that may limit follower involvement
      - Whether costs to bring geographically dispersed members together are justified
      - Importance to the leader of minimizing the time it takes to make the decision
      - Importance of using participation as a tool for developing follower decision skills
  - - - Leadership theory proposing that effective group performance depends on the proper match between a leader's style and the degree to which the situation allowed the leader to control and influence
    - - Define those leadership styles and the different types of situations,and then
      - Identify the appropriate combinations of style and situation
    - - Task structure
        
        The degree to which job assignments were formalized and structured;rated as either high or low
      - Position power
        
        The degree of influence a leader had over activities such as hiring,firing,discipline,promotions,and salary increases;rated as either strong or weak
      - Leader-member relations
        
        The degree of confidence,trust,and respect employees had for their leader;rated as either good or poor
  - - - A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization's or group's goals
    - - Supportive leader
      - Participative leader
      - Directive leader
      - Achievement-oriented leader
    - - Formal authority system
      - Work group
      - Task structure
    - - Performance
      - Satisfaction
    - - Experience
      - Perceived ability
      - Locus of control
- - - - Honesty and integrity
      - Self-confidence
      - Desire to lead
      - Intelligence
      - Drive
      - Job-relevant knowledge
      - Extraversion
      - Proneness to guilt
    - - Theories that isolate characteristics that differentiate leaders from nonleaders
    - - Possessing the appropriate traits only made it more likely that an individual would an effective leader.
  - - - Consideration
        
        Being considerate of followers' ideas and feelings
      - Initiating structure
        
        Structuring work and work relationships to meet job goals
      - Conclusion
        
        High-high leader achieved high subordinate performance and satisfaction,but not in all situations
    - - Employee oriented
        
        Emphasized interpersonal relationships and taking care of employees' needs
      - Production oriented
        
        Emphasized technical or task aspects of job
      - Conclusion
        
        Employee-oriented leaders were associated with high group productivity and higher job satisfaction
    - - Democratic style
        
        Involving subordinates,delegating authority,and encouraging participation
      - Autocratic style
        
        Dictating work methods,centralizing decision making,and limiting participation
      - Laissez-faire style
        
        Giving group freedom to make decisions and complete work
      - Conclusion
        
        Democratic style of leadership was most effective,although later studies showed mixed results
    - - Concern for production
        
        Measured leader's concern for getting job done on a scale 1 to 9
      - Conclusion
        
        Leaders performed best with a 9
      - Concern for people
        
        Measured leader's concern for subordinates on a scale of 1 to 9
- - - - Technical and interpersonal knowledge ad skills
    - - Reliability,predictability,and good judgment in handing situations
    - - Honesty and truthfulness
    - - Willingness to protect a person,physically and emotionally
    - - Willingness to share ideas and information freely