TOPIC 13Credibility and Trust

GUIDELINES FOR PARTICIPATIVE LEADERSHIP Encourage Participation

Encourage people to express their concerns Describe a proposal as tentative Record ideas and suggestions Look for ways to build on ideas and suggestions Be tactful in expressing concerns about a

suggestion Listen to dissenting views without getting

defensive Try to utilize suggestions and deal with concerns Show appreciation for suggestions

DELEGATION

Varieties of Delegation Potential Advantages of Delegation

Improvement in decision quality Greater subordinate commitment Making subordinates’ jobs more interesting,

challenging, and meaningful Improved time management Important form of management development

POTENTIAL ADVANTAGES OF DELEGATION

DELEGATION

Reasons for Lack of Delegation Aspects of the leader’s personality Fear of subordinate making a mistake High need for personal achievement Characteristics of the subordinate Nature of the work

REASONS FOR LACK OF DELEGATION

GUIDELINES FOR DELEGATING

What to Delegate Tasks that can be done better by a subordinate Tasks that are urgent but not high priority Tasks relevant to a subordinate’s career Tasks of appropriate difficulty Both pleasant and unpleasant tasks Tasks not central to the manager’s role

GUIDELINES FOR DELEGATION

How to Delegate Specify responsibilities clearly Provide adequate authority and specify limits of

discretion Specify reporting requirements Ensure subordinate acceptance of responsibilities

DELEGATION

How to Manage Delegation Inform others who need to know Monitor progress in appropriate ways Arrange for the subordinate to receive necessary

information Provide support and assistance, but avoid

reverse delegation Make mistakes a learning experience

PERCEIVED EMPOWERMENT

Nature of Psychological Empowerment Consequences of Empowerment

Benefits Consequences

Facilitating Conditions for Empowerment Job design Organizational structure Organizational culture Leader selection and assessment Procedures for influencing decisions Shared leadership

CONDITIONS FACILITATING PSYCHOLOGICAL EMPOWERMENT

GUIDELINES FOR EMPOWERMENT Clarify objectives and explain how the

work supports them Involve people in making decisions that

affect them Delegate responsibility and authority for

important activities Take into account individual differences in

motivation and skills Provide access to relevant information Provide resources needed to carry out new

responsibilities Change management systems to be

consistent with empowerment

GUIDELINES FOR EMPOWERMENT Remove bureaucratic constraints and

unnecessary controls Express confidence and trust in people Provide coaching and advice when requested Encourage and support initiative and

problem solving Recognize important contributions and

achievements Ensure that rewards are commensurate with

new responsibilities Ensure accountability for the ethical use of

power

TRUST IN LEADERSHIP AND TEAM PERFORMANCE

Trust can be defined as an expectation or belief that one can rely on another person’s actions and words and/or that the person has good intentions

Trust in leadership is meaningful because the leader typically has the most formal power on the team, causing others to be vulnerable to him or her

Trust in leadership is important in that it allows the team to be willing to accept the leader’s activities, goals, and decisions and work hard to achieve them

TRUST IN LEADERSHIP

Hypothesis 1: Trust in leadership has a positive effect on team performance

Hypothesis 2: Trust in leadership mediates the relationship between past team performance and future team performance

LEADERSHIP, MORAL DEVELOPMENT, AND CITIZENSHIP BEHAVIOR

The role that leaders play in inspiring or motivating the behavior of followers has received special attention

Organizational citizenship behavior (OCB) is critical in studying the moral development of leadership

THREE VARIETIES OF PARTICIPANT CONTRIBUTION

Dependable task accomplishment – concerns individual task performance

Work group collaboration – focuses on interpersonal cooperation in the workplace

Civic virtue – constructive participation in organizational governance

Each type of contribution builds on the previous one, and conflicts are conceivable between civic virtue and the other forms of contribution

THREE LEVELS OF MORAL REASONING

Level 1 – Preconventional morality – morality is defined solely in terms of what an unquestioned authority figure declares to be right and wrong

Level 2 – Conventional morality – focus of moral concern broadens from protection of personal interests to performance of social duties

Level 3 – Post-conventional morality – moves from external definitions of morality to independently arrived at principled beliefs that are used creatively in the analysis and resolution of moral dilemmas

LEADERSHIP STYLES ENCOURAGING VARIOUS LEVELS OF MORAL DEVELOPMENT AND OCBLeadership Style

Autocratic or Coercive LeadershipPath-Goal or Transactional Leadership LMX and ConsiderationInstitutional Leadership

Transforming or Servant Leadership

Level of Moral Development

Pre-Conventional

Conventional

Post-Conventional

Additional form of OCB

Dependable Task Accomplishment

Work Group Collaboration

Constructive Participation in Organizational Governance

CLUSTERS OF LEADERSHIP

Cluster One: Performance can be induced by incentives and the instrumental moral imperative of pre-conventional moral reasoning

Cluster Two: Work group collaboration – helpfulness, generosity, and cooperation – is less amenable to command and control methods

Cluster Three: Constructive participation in organizational governance – avoids the extremes of both chronic complainers and docile acquiescence.