Robbins & JudgeOrganizational Behavior13th EditionChapter 13: Contemporary Issues in LeadershipStudent Study SlideshowBob StretchSouthwestern College13-1!""# $rentice-%all &nc' (ll rights reserved'&ns)irational ())roaches to *eadershi)+he ,ocus is leader as co--unicator.ra-ing/( way o, co--unicating that sha)es -eaningSelective highlighting o, ,acts and events&gnored in traditional leadershi) studies+wo conte-)orary leadershi) theories/ Charis-atic *eadershi)+rans,or-ational *eadershi) !""# $rentice-%all &nc' (ll rights reserved' 13-!Charis-atic *eadershi)%ouse0s Charis-atic *eadershi) +heory/ .ollowers -a1e attributions o, heroic or e2traordinary leadershi) abilities when they observe certain behaviors.our characteristics o, charis-atic leaders %ave a vision (re willing to ta1e )ersonal ris1s to achieve the vision (re sensitive to ,ollower needs E2hibit behaviors that are out o, the ordinary+raits and )ersonality are related to charis-a$eo)le can be trained to e2hibit charis-atic behaviorsE2hibit 13'1 !""# $rentice-%all &nc' (ll rights reserved' 13-3%ow Charis-atic *eaders &n3uence .ollowers( ,our-ste) )rocess/1' *eader articulates an attractive vision 4ision State-ent/ ( ,or-al5 long-ter- strategy to attain goals *in1s )ast5 )resent5 and ,uture!' *eader co--unicates high )er,or-ance e2)ectations and con6dence in ,ollower ability3' *eader conveys a new set o, values by setting an e2a-)le7' *eader engages in e-otion-inducing and o,ten unconventional behavior to de-onstrate convictions about the vision !""# $rentice-%all &nc' (ll rights reserved' 13-7Charis-atic *eadershi) &ssues&-)ortance o, vision8ust be ins)irational5 value-centered5 realizable5 and given with su)erior i-agery and articulationCharis-atic e9ectiveness and situationCharis-a wor1s best when/+he ,ollower0s tas1 has an ideological co-)onent +here is a lot o, stress and uncertainty in the environ-ent +he leader is at the u))er level o, the organization .ollowers have low sel,-estee- and sel,-worth:ar1 Side o, Charis-aEgo-driven charis-atics allow their sel,-interest and )ersonal goals to override the organization0s goals !""# $rentice-%all &nc' (ll rights reserved' 13-;+rans,or-ational *eadershi)+rans,or-ational *eaders&ns)ire ,ollowers to transcend their own sel,-interests ,or the good o, the organization< they can have a )ro,ound and e2traordinary e9ect on ,ollowers=ot o))osing5 but co-)le-entary5 a))roaches to leadershi)>reat trans,or-ational leaders -ust also be transactional< only one ty)e is not enough ,or success !""# $rentice-%all &nc' (ll rights reserved' 13-?&ssues with +rans,or-ational *eadershi)Basis ,or (ction/+rans,or-ational leadershi) wor1s by encouraging ,ollowers to be -ore innovative and creative and by )roviding a-bitious goalsEvaluation Based on the Research/+his theory does show high correlations with desired outco-es+his style o, leadershi) can be taught+rans,or-ational vs' Charis-atic *eadershi)/Si-ilar conce)ts5 but trans,or-ational leadershi) -ay be considered a broader conce)t than charis-a&nstru-ent-based testing shows the -easures to be roughly e@uivalent !""# $rentice-%all &nc' (ll rights reserved' 13-A+rust+rust/+he )ositive e2)ectation that another )erson will not act o))ortunisticallyCo-)osed o, a blend o, ,a-iliarity and willingness to ta1e a ris1 .ive 1ey di-ensions/ integrity5 co-)etence5 consistency5 loyalty5 and o)ennessE2hibit 13-7 !""# $rentice-%all &nc' (ll rights reserved' 13-B+hree +y)es o, +rust:eterrence-based +rust+rust based on ,ear o, re)risal i, the trust is violatedCnowledge-based +rust+rust based on behavioral )redictability that co-es ,ro- a history o, interaction&denti6cation-based +rust+rust based on a -utual understanding o, one another0s intentions and a))reciation o, the other0s wants and desires !""# $rentice-%all &nc' (ll rights reserved' 13-#Basic $rinci)les o, +rust8istrust drives out trust+rust begets trust+rust can be regained8istrusting grou)s sel,-destruct8istrust generally reduces )roductivity !""# $rentice-%all &nc' (ll rights reserved' 13-1"