Is a leader’s credibility established through the leader’s trustworthiness? Why or Why not?

February 6, 2024/in Uncategorized /by developer

Resources
Read/review the following resources for this activity:

Textbook: Chapter 12
Lecture
File (PDF): Presentation (Pearson, 17e) – Chapter 12 (in Course Documents)
Minimum of 1 scholarly source (in addition to the textbook)
Introduction
This week we have looked at the different behavioral theories of leadership, authentic and positive leadership, leadership trait theories, and leadership style, and investigated trust propensity. This discussion will examine the importance of trustworthy leadership.

Initial Post Instructions
For the initial post, answer the following questions:

Is a leader’s credibility established through the leader’s trustworthiness? Why or Why not?
What is the impact for an organization when employees trust their leader(s)?
What is the impact for an organization when employees do not trust their leader(s)?
Does trust for a leader help to improve the behavior and attitudes of organizational members?
Use citations from the textbook and one scholarly source to define the concept and to support your analysis and your choice of application.

Writing Requirements

Initial Post Length: minimum of 250 words
Use APA format for in-text citations and list of references.
Copyright © 2017 Pearson Education, Inc. 1-1

Leadership

Learning Objectives Summarize the conclusions of trait theories of leadership.

Identify the central tenets and main limitations of

behavioral theories.

Contrast contingency theories of leadership.

Describe the contemporary theories of leadership and

their relationship to foundational theories.

Discuss the roles of leaders in creating ethical

organizations.

Describe how leaders can have a positive impact on their

organizations through building trust and mentoring.

Identify the challenges to our understanding of leadership.

12-3

Summarize the Conclusions of

Trait Theories of Leadership

Leadership is the ability to influence a group

toward the achievement of a vision or set of

goals.

Not all leaders are managers, nor are all

managers leaders.

Nonsanctioned leadership is often as important

or more important than formal influence.

12-4

LO 1

Summarize the Conclusions

of Trait Theories of Leadership

Trait theories of leadership focus on

personal qualities and characteristics.

The search for personality, social, physical,

or intellectual attributes that differentiate

leaders from non-leaders goes back to the

earliest stages of leadership research.

12-5

LO 1

Summarize the Conclusions

of Trait Theories of Leadership

A comprehensive review of the leadership

literature, when organized around the Big Five,

has found extraversion to be the most important

trait of effective leaders, but it is more strongly

related to the way leaders emerge than to their

effectiveness.

Unlike agreeableness and emotional stability,

conscientiousness and openness to experience

also showed strong relationships to leadership,

though not quite as strong as extraversion. 12-6

LO 1

Summarize the Conclusions

of Trait Theories of Leadership

Good leaders:

 Like being around people.

Are able to assert themselves (extraverted).

Are disciplined and able to keep commitments

they make (conscientious).

Are creative and flexible (open).

12-7

LO 1

Summarize the Conclusions

of Trait Theories of Leadership

Another trait that may indicate effective

leadership is emotional intelligence.

A core component of EI is empathy.

The link between EI and leadership

effectiveness may be worth investigating in

greater detail.

12-8

LO 1

Summarize the Conclusions

of Trait Theories of Leadership

Two conclusions:

Traits can predict leadership.

Traits do a better job predicting the

emergence of leaders and the

appearance of leadership than actually

distinguishing between effective and

ineffective leaders.

12-9

LO 1

Central Tenets and Main

Limitations of Behavioral Theories

Behavioral theories of leadership imply we

can train people to be leaders.

Ohio State Studies found two behaviors

that accounted for most leadership

behavior:

Initiating structure

Consideration

12-10

LO 2

Central Tenets and Main

Limitations of Behavioral Theories

The GLOBE study suggests there are

international differences in preference for

initiating structure and consideration.

Based on the values of Brazilian

employees, a U.S. manager leading a

team in Brazil would need to be team-

oriented, participative, and humane.

Leaders high in consideration would

succeed best in this culture.

12-11

LO 2

Central Tenets and Main

Limitations of Behavioral Theories

Summary of Trait Theories and Behavioral

Theories

 Leaders who have certain traits and who

display culturally appropriate consideration

and structuring behaviors do appear to be

more effective.

Traits and behaviors do not guarantee

success.

Context matters too.

12-12

LO 2

Contrast Contingency

Theories of Leadership

The Fiedler contingency model: effective

group performance depends upon the proper

match between the leader’s style and the

degree to which the situation gives control to

the leader.

The least preferred coworker (LPC)

questionnaire:

Task- or relationship-oriented.

Assumes leadership style is fixed.

12-13

LO 3

Contrast Contingency

Theories of Leadership

Defining the Situation

Contingency dimensions:

Leader-member relations

Task structure

Position power

12-14

LO 3

Contrast Contingency

Theories of Leadership

12-15

LO 3

Contrast Contingency

Theories of Leadership

Situational leadership theory (SLT) is a

contingency theory that focuses on the

followers.

Successful leadership is achieved by

selecting the right leadership style, which

is contingent on the level of the followers’

readiness.

12-16

LO 3

Contrast Contingency

Theories of Leadership Path-goal theory:

Contingency model of leadership that

extracts key elements from the Ohio State

leadership research on initiating structure and

consideration and the expectancy theory of

motivation.

Derived from belief that effective leaders

clarify the path to help followers achieve work

goals.

12-17

LO 3

Contrast Contingency

Theories of Leadership

The leader-participation model relates

leadership behavior and participation in

decision making.

 Leader behavior must adjust to reflect the

task structure.

12-18

LO 3

Contrast Contingency

Theories of Leadership

12-19

LO 3

Contemporary Theories

of Leadership

12-20

LO 4

Contemporary Theories

of Leadership

12-21

LO 4

Contemporary Theories

of Leadership Are Charismatic Leaders Born or Made?

Some individuals are born with charismatic

traits, others are trained to exhibit

charismatic behaviors.

Develop the aura of charisma.

Create a bond that inspires others to

follow.

Bring out the potential in followers by

tapping into their emotions.

12-22

LO 4

Contemporary Theories

of Leadership

How Charismatic Leaders Influence

Followers

Articulating an appealing vision.

Developing a vision statement.

Establishing a new set of values.

Conveying courage and conviction about

the vision.

12-23

LO 4

Contemporary Theories

of Leadership

Does Effective Charismatic Leadership

Depend on the Situation?

People are especially receptive when they

sense a crisis, when they are under stress,

or when they fear for their lives.

12-24

LO 4

Contemporary Theories

of Leadership

The Dark Side of Charismatic Leadership

Many leaders don’t necessarily act in the

best interest of their companies.

Many have allowed their personal goals to

override the goals of the organization.

Individuals who are narcissistic are also

higher in some behaviors associated with

charismatic leadership.

12-25

LO 4

Contemporary Theories

of Leadership

12-26

LO 4

Contemporary Theories

of Leadership

12-27

LO 4

Contemporary Theories

of Leadership

How Transformational Leadership Works

Creativity – theirs and others.

Decentralization of responsibility.

Propensity to take risks.

Compensation is geared toward long-term

results.

Greater agreement among top managers

about the organization’s goals.

12-28

LO 4

Contemporary Theories

of Leadership

Evaluation of Transformational Leadership

Transformational leadership has been

supported at diverse job levels and

occupations, but isn’t equally effective in all

situations.

It has a greater impact on the bottom line

in smaller, privately-held firms than in more

complex organizations.

12-29

LO 4

Contemporary Theories

of Leadership

Transformational versus Transactional

Leadership

Transformational leadership is more

strongly correlated with lower turnover

rates, higher productivity, lower employee

stress and burnout, and higher employee

satisfaction.

12-30

LO 4

Contemporary Theories

of Leadership Transformational versus Charismatic

Leadership

Charismatic leadership places more emphasis on the way leaders communicate – are they passionate and dynamic?

Transformational leadership focuses more on what they are communicating – is it a compelling vision?

Both focus on the leader’s ability to inspire followers.

12-31

LO 4

Role of Leaders in Creating

Ethical Organizations

Authentic Leadership

Authentic leaders:

Know who they are.

Know what they believe in and value.

Act on those values and beliefs openly

and candidly.

The result: people come to have faith in

them.

12-32

LO 5

Role of Leaders in Creating

Ethical Organizations

Ethical Leadership

Ethics touches on leadership at a number

of junctures.

Efforts have been made to combine ethical

and charismatic leadership into an idea of

socialized charismatic leadership –

leadership that conveys other-centered

values by leaders who model ethical

conduct.

12-33

LO 5

Role of Leaders in Creating

Ethical Organizations

Servant Leadership

Servant leaders go beyond their self-

interest and instead focus on opportunities

to help followers grow and develop.

Characteristic behaviors include listening,

empathizing, persuading, accepting

stewardship, and actively developing

followers’ potential.

12-34

LO 5

Positive Leadership

Trust and Leadership

Trust: a psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out.

A primary attribute associated with leadership.

When trust is broken, it can have serious adverse effects on a group’s performance.

12-35

LO 6

Positive Leadership

12-36

LO 6

Positive Leadership

Trust propensity

Trust and Culture

The Role of Time

Regaining Trust

12-37

LO 6

Positive Leadership

12-38

LO 6

Challenges to our

Understanding of Leadership Much of an organization’s success or failure is

due to factors outside the influence of

leadership.

 In many cases, success or failure is just a

matter of being in the right or wrong place at

a given time.

The attribution theory of leadership says

leadership is merely an attribution people

make about other individuals.

12-39

LO 7

Challenges to our

Understanding of Leadership

12-40

LO 7

Challenges to our

Understanding of Leadership  Online Leadership

Needs more research.

Today’s managers and employees are increasingly linked by networks rather than geographic proximity.

Online leaders have to think carefully about what actions they want their digital messages to initiate.

Identification-based trust is difficult to achieve without face-to-face interaction.

Writing skills are likely to become an extension of interpersonal skills.

12-41

LO 7

Challenges to our

Understanding of Leadership Selecting Leaders

 Identifying effective leaders:

Review specific requirements for the

position.

Consider personality tests to identify

leadership traits.

Situation-specific experience is relevant.

Plan for a change in leadership.

12-42

LO 7

Challenges to our

Understanding of Leadership Training Leaders

Leadership training is likely to be more successful

with high self-monitors.

Teach implementation skills.

Teach trust building, mentoring, and situational-

analysis.

Behavioral training through modeling exercises

can increase an individual’s charismatic leadership

qualities.

Review leadership after key organizational events.

Train in transformational leadership skills. 12-43

LO 7

Implications for Managers

For maximum leadership effectiveness, ensure

that your preferences on the initiating structure

and consideration dimensions are a match for your

work dynamics and culture.

Hire candidates who exhibit transformational

leadership qualities and who have demonstrated

success in working through others to meet a long-

term vision. Personality tests can reveal

candidates higher in extraversion,

conscientiousness, and openness, which may

indicate leadership readiness. 12-44

Implications for Managers

Hire candidates whom you believe are ethical and trustworthy for management roles and train current managers in your organization’s ethical standards in order to increase leadership effectiveness.

Seek to develop trusting relationships with followers, because, as organizations have become less stable and predictable, strong bonds of trust are replacing bureaucratic rules in defining expectations and relationships.

Consider investing in leadership training such as formal courses, workshops, rotating job responsibilities, coaching, and mentoring.

12-45

Is a leader’s credibility established through the leader’s trustworthiness? Why or Why not?

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