hi welcome to chapter 12 today we're going to be focusing on leadership so when we talk about leadership we want to try to Define what leadership is and who is good at leading or how you can develop into a better leader but basically if we're talking about leadership this is going to be the ability of an individual to influence one or more people towards achieving some sort of goal and a leader can sometimes be a manager or director but doesn't have to be in the manag role sometimes there are leaders that are non-sanctioned by the organization but are just good at leading and organizing people and this could be someone who you know um is part of a team and takes more of a leadership role but isn't necessarily management now one thing that is hard to describe is all the traits that make up a good leader but certainly there are you know physical Str uh physical uh postures body language social intelligence uh intellectual abilities that help distinguish leaders or people have potential leadership so not everybody has the right um command of their body their voice their Vision their confidence in a way that's going to inspire other people to follow them some people are have are just kind of you look at them and just like H I don't want anything to do with this person or I as soon as they talk or try to you know inspire fire me I get the opposite feeling I want to do I don't want to do anything with this or for this person so that's someone who's not a natural leader so we do have what we call Natural leaders people who just sort of didn't work at it but they have the skills and they and they are it's easy for them to lead and there are some people who have to really work at it and develop those skills but good leaders have a few things in common one they have to be able to extrovert themselves in a way that they can project their their influence onto other people they have to show lead uh leadership by uh demonstration um which meaning they they have to themselves be committed be conscious conscientious uh have show a level of creativity and flexibility to work with people and get things moving forward going back to extravision um this is generally thought of as a big predictor of the motivation to lead people who want to be with other people people who want to you know speak out and be heard um so this this is the characteristic you know people who aren't afraid to have a conversation or even argue or try to persuade their point of view so this is different from agreeability or emotional stability um because although if you're too agreeable or you know you may not be passionate enough to inspire people to follow you you um now having building strong relationships um getting people to trust you or Believe in Your Vision or believe in your abilities is another thing that sort of helps leaders become even stronger um in how far people how how closely people will follow them um so leaders often times are more proactive or proactive personality where they're able to influence because they're they're first they want to take action um so whether it's in a team meeting or or someone in your department this is somebody that you know is a first mover and we talked earlier about in early chapters about the dark Triad so now the research has indicated that not all um the dark Triad that we talked about earlier not it's not all bad traits for leadership so um personality traits were optimal or suggested that having too much of these dark Triad traits results in ineffective leadership so sometimes leaders can be a little scary they can be a little manipulative but that doesn't always make them bad leaders sometimes it works for them and you could go back to our previous chapters where we talked about that dark Triad a little bit more now moving into emotional intelligence and Leadership so another trait um that might prove to be effective for leadership is having a high emotional intelligence um it's a core component of you know empathy so a leader who's you know effectively displays and manages emotions will find it easier to influence feelings of others by both expressing expressing their sympathy and their enthusiasm for good performance and by using maybe irritation when people fail them or disappointment so a lot of research has demonstrated people with a high emotional intelligence are more likely to emerge as stronger leaders um so even after taking into cognitive and personality into account so what this basically means if you understand your emotions and you're mature about things you don't give into petty jealousies petty squabbles you know how to utilize uh and work with other people's emotions to get them to believe in you and follow you and alleviate some of their emotional shortcomings so emotional intelligence is a clear indicator of someone who's capable of leading so if you can understand what other people are feeling and U work with that you'll be stronger as a leader now as far as these traits these are just traits that can predict leaders leadership um and we call emergence of leaders um they don't distinguish between effective and ineffective leaders you're just saying that these people have some of the core traits that could make them effective leaders um that could be considered them as a leader they might need some more training or they might need some more experience um but it's just it's just trying to look at what could possibly make a leader uh somebody a stronger leader now if you look at um the behavioral theories of leadership you know this is implied that maybe we could train people to leave to be leaders so these theories result you know uh from many different studies that sought to identify independent dimensions of leadership Behavior beginning with more than a thousand Dimensions possible the studies that you know many people have done in the past now are list to um to two that is substantially uh account for multi leadership Behavior described by employees you know initiating structure and consideration let's talk about what we call initiating structure um this is the extent to which a leader defines and structures their role and those of subordinates to facilitate uh the achievement of a goal uh it includes behavior that attempts to organize work helps to U not just organize the work itself but the work relationships and the goals so a leader high in initiative structure someone who is able to assign group members to a particular task uh expects workers to maintain a certain set of defined standards of performance and emphasizes meeting all the deadlines so that's something that you know a strong leader you're not going to be able to get there unless you have that organizational um structure now now consideration um as a leader has the job relationships that are characterized by Mutual trust respect and employees ideas and regards to their feelings so a leader high in consideration helps employees with personal problems is friendly approachable uh treats employees as equal Express apprehension appreciation support so you know someone who's considerate or a consideration this is a leader who has a heart who has feelings it's not just using you to get the job done there someone who cares about you cares about your your your your growth at the company your performance and values your relationship so that's a very um powerful thing for a leader to have so if you if you're working with someone that you trust and you feel they have your back and you know when the time is right they'll give you credit or help you get a promotion that will make you very loyal so if you're very loyal to leader you're going to follow them um with less argument less conflict and allow them to initiate a structure that you can contribute to now um in summary of these uh of different research and this behavioral theories uh there is definitely some validity for both the trait and behavioral theories um parts of each Theory can help explain the many you know intricate uh facets of leadership um how leadership emerges effectiveness of leadership and identifies the exact relationships um between leaderships and employees and it's not an easy thing to get done so it's it's um the first difficulty is correctly identifying whether trait or behavior predicts a certain outcome so does this they have the ability to be extroverted and they have ability to organize does that result in attaining goals um second is exploring the combination of traits and behaviors that lead to certain outcomes which has the most influence which trait or behavior had the most influence of achieving that goal the third challenge is determine the causality of traits into behaviors so that we can better predict um how more desirable leak uh leadership outcomes are going to be made so it's very difficult to really say these qualities resulted in these outcomes and the final challenge is uh Complicated by the varieties of contacts and situations leaders are often in uh some leaders may have the right traits and display the right behaviors but still fail consistently so a lot of context matters and there's still a lot about leadership that can't be defined uh that can't be identified and that's back to my theory is I know a leader when I see one because the way they can inspire me the way they hel hold themselves the way they uh organize the work the way they get people to trust them it's a very complex um uh interaction between many different traits and behaviors now if we look at the contingency theory of leadership um Fred Fielder what proposed that effective group performance depends on the the proper match between a leader style of interacting with subordinates and the degree in which the situation gives a control to the leader so leaders have different styles and this is this everybody's unique and there's no real two styles that are are identical but leaders definitely have different styles of getting things done and the first step in this contingency model is identifying the leadership style and this this Theory believes that a key factor leadership success is the individual's basic leadership style according to this model the individual's leadership style is assumed to be stable or permanent and refers to the degree in which the leaders approach leadership from from a task oriented or relationship oriented perspective you know I myself as a leader I was more relationship oriented rather than task oriented so I felt as a leader often try to develop a relationship with the person get them to understand that you know there's job to be done and that you know the the person is important but we have to get the job done so really a lot of times people would listen to my guidance and my leadership based on the relationship we had developed together which takes time and takes a lot of talking and you know takes some team building exercises or some you know um communication outside of work but basically if you have a strong uh relationship with the people that you're leading they're more likely to follow trust you listen to you and even when they don't want to do something may they'll do it because they they value the relationship you cultivated with them now if we look at the contingency Dimensions leader member relations uh task structure and position power so uh leader members of relations the degree of confidence trust and respect that members have in their leader this I think is very critical if you trust your leader you respect the leader uh hopefully maybe you like your leader and you want them to succeed uh and you you work hard for them that is important but nobody's going to do this unless the leader is able to um give something back to the member the employee you know a good um a good referral a good reference a um helped help with getting them promoted or getting a raise there has to be a give and a take in that that relationship now test structure degree which the job assignments are procedural is important and position power the degree of influence leader has overpower variables such as hiring firing discipline promotion and salary increases so if you put somebody in a leadership role and they're not able to hire fire dis dispense discipline uh give promotions or salary increases people aren't going to respect them or really give give a you know two Hoots what they think or say because they don't have a direct influence on your success so you need to have a position of power where your leadership um and the people's performance that you're leading you have an ability to influence their their future that would make them much more attentive to you as a leader so but if someone's only following you for the chance for promotion or our salary increase that is not going to be a good follower and not going to wind up in a good situation so the next step to evaluate this the situation in terms of these contingency variables leader member relationss are are either good or poor so task structure is either high or low and position power is either strong or weak so uh feler states that uh the better the leadership member relationship the more highly structured the job can be and the stronger the the power position the more the leader the control that the leader has the more um sway they'll have over their followers so if we look at this here's the um what we call the so in this exhibit here 12-1 fieldler uh concluded that task oriented leaders tend to perform better in situations that they were that were very favorable to them as well as in situations that were very unfavorable so this task oriented leader works out better in both situations and they predicted that when faced with the category what we call one two three um seven or eight uh the test oriented leaders perform better so relationship leaders however perform better in moderately favorable situations categories um four and five so if we look at these eight sit these categories and which are basically eight situations um if we look at the horizontal access it's marked with situations that range from favorable moderate and then unfavorable situations so the vertical AIS is labeled with the performance and range from poor to good performance levels and the approximate data uh from the graph is as follows the line for task oriented leader starts from good position a good performance under favorable conditions and decreases to poor or moderate um uh poor or moderate conditions and then increases to good performance under unfavorable conditions inversely the line for relationship oriented leaders starts from poor performance performance under favorable conditions and increases to good performance under moderate situations and then decreases to poor performance under unfavorable conditions so both the line uh continued in the uh both lines continue in the same matter moving you know forward so the table below as follows the performance of leader member relationship good tasks structure uh and position are noted in different categories 1 through eight so data in the format approaches categories 1 through eight as follows leader member relationships good good good good poor poor poor poor Tas structure high high low low high high low low position power strong weak strong weak strong weak strong weak so it's just basically how this is just the output of his model trying to um put his concept into into something visual now if we talk about an SLT situation leadership Theory um this is this is pretty well researched contingency Theory um now the it focuses on the following that proposes that successful leaders is achieved by selecting the right leadership style which is contingent on the level of followers Readiness in terms of Readiness refers to the extent in which people have the ability and willing is to to accomplish a specific task so that's two sides of the of of the coin so we have different leadership styles but we also have how well um skilled are your followers and how ready are they able to are likely that they'd be successful in completing a task so that's a very important thing for leadership it's easy to be a leader in an environment where the work is easy less stressful and it's harder to be a leader in an environment where things are a lot more stressful and there's more tension and there's more pressure now looking at this exhibit 12-2 uh management leadership styles by Behavior Uh working with the situational Theory leadership Theory a leader should choose one of the four behaviors depending on the followers Readiness whether it's participating support selling coaching telling directing or delegating so if so if followers are are unable or unwilling to do a task the leader needs to give clear and specific directions if they're unable but willing the leader needs to display a high task orientation to compensate for the leader's lack of ability and a high relationship orientation to get them to buy into the leaders desires um conversely if leaders are able but unwilling if followers are able but unwilling the leader needs to use a supportive and participative style if they are both able and willing the leader doesn't need to do too much so this is basically so some leaders they don't always have one style um so even though these different leadership styles are intuitive um leaders sometimes a good leader can often switch between their style so a good leader reads their followers sees what the situation uh demands and they may change their leadership style so these four quadrants would be if you were sometimes you may you may your leadership style may be a combination of these quadrants One Two Three or all four depending on you know who you're dealing with um you might be different towards different people in your group that you're leading now the quadrants are pretty distinct in label behavior um we all understand what being supportive and participating is in a leadership style so someone a leader you're working with them and you're encouraging them selling coaching is trying to more motivate get them to buy in and get them to do something delegating this is for followers have a high capability of getting things done you really just kind of say okay this is what I want you to do and minimal Direction and they know what they're doing so just going to point them in the right direction telling and directing is what you have to do where you really have to give a detailed set of instructions this is somebody who just can't can't really think for themselves too well they'll know what they're doing so you have to you know really provide them support to to help them this could be someone who's new to the task that you might be leading trying to lead to success now if we look at this uh next slide uh the final contingency theories are going to are concern the role that the followers play so a leader par participation model um which which talks about the way the leader makes decisions as important as what they decide so it says leader you know a Leader's Behavior must adjust to reflect the task structure so as as suggested by the leader participation model sometimes the situation calls for leaders to play an active role in decision- making that affects the team um so this particular role is the leader has to be more Hands-On is how I would say it now a shared leadership Theory takes the idea a step further and suggests that leaders can be become um an emerging state in which the leadership roles are distributed across followers and are all capable of influ influencing one another so this could be a you know a team with no dis you know distinguishable leader but they're all sort of you know sharing this leadership so the the the final the fellowship Theory this place is a heavy emphasis on followers in affecting the success of leadership so in many ways followers flip the leadership script and to focus on the followers capability to put into practice a leadership's vision instead of goals therefore us you know the success of the leader depends heavily on the quality and make up the followers uh they attempt to influence towards a common goal of vision so leaderships emotions and behaviors can affect or influenced by you know by the f followers so in these these three models the leader um PR um participation model this is really where you know the leader is is working along shoulder-to-shoulder with the followers uh in the trenches with them to try to get things done and this often leading by example and working alongside of them you know feels you know the co-workers feel validated and they feel like they're all in this together now a shared leadership theory is more about collectively sharing the role of leadership um so the leader only has to slightly guide and allows the members to sort of also kind of take control and the fellowship is more of a closeness uh between the followers and the leader where you know you think of um you think of Lord of the Rings The Fellowship of the Ring you had that tight group of um the what do oh the hobbits that sort of were a fellowship where there was some leadership but they also were you know strongly bound to each other okay so leading in times of Crisis so this is a times of Crisis always changes the stage for leadership uh and you know in times of Crisis a leader has to really be U transformative charismatic and you know has to step up in a way that when they're barking out orders quickly to get something in the time of Crisis time matters and when this leadership someone really can emerge in the state sort of take control and deliver success and get the confidence of people to follow um this often if someone is able to Brand themselves during a time of Crisis they often will establish a leadership that they could write out uh and through non- times of non crisis time so sort of like leaders that were not well thought of as Great lead leaders um say in the 9/11 situation Rudy Giuliani and George Bush emerged as stronger leaders out of their um their acting during this time of Crisis especially Rudy Giuliani became um at the at one point the most well-respected well-loved mayor of New York leading us through the crisis of uh 9/11 later on he didn't really maintain that well moving forward um and then you can also look at the leadership uh in New York during the covid crisis where it wasn't as uh good and it actually cost some people their jobs because their leadership style just was not well received okay uh so times of Crisis is really where leaders are forged um so leader membership exchange this theory is going to argue that leaders establish a special relationship with a small group of followers and these individuals make up you know a group and they're trusted they get a disproportionate amount of the leader's attention they're more likely to receive special privileges and the theory proposes that early in the history of interaction between a leader and a given follower the leader implicitly categorizes the follower as in or out and the relationship is relatively stable over time and the leader a leader that chooses on the basis of the follow characteristics so this theory is generally supportive uh had some good results um and there's a decent amount of evidence that leaders do differ different differentiate among followers and these disparities are far from random and followers and the in group status have higher performance ratings and engage more help help helping and better citizens to the all group work and engagement or less counterproductive so you can kind of get how this model works the leader sort of GRA gravitates towards people that that are better followers and they become more of a favorite and they get a stronger um connection and people who are less connected to the leader whether it's personality traits or just a bad uh work um performance uh the leader is going to you know it's going to be noticeable who the leader favors who the leader wants to work with who the leader trusts so there is an exchange between the leaders and the members as they start working together and develop and at some point the leader will should really develop more people into being the in group and then maybe transfer or or or fire people who are uh in the out group if they wants to be a more effective leader o over time now so here are some other things we're going to be talking about uh key characterist characteristics of charismatic leaders so charismatic leaders or the theory of a charismatic leader follows that um there are tributes that help uh leaders become extraordinarily followed or uh effective uh and there's certain behaviors that have um people will will look at these leaders and feel like they have Vision I'm willing to work with this leader so a leader that can you know somebody like Steve Jobs's leader that has a vision and can articulate it uh can express their ideas and and you know for a better future for better products uh and that's can can translate these ideas into an understandable um in an understandable Way for their followers uh personal risk willing to take on high personal risk including uh cost exchanging in self-sacrifice to achieve a certain Vision so people respect a leader that's putting their job on the line and risking for the for the potential achievement sensitivity to followers needs so leaders that a little bit more empathic and can perceive um what other what the other followers need and hopefully to be there to fulfill some of these needs to make them feel secure and valuable and validated and there's unconventional behaviors too so leaders engaged are perceived as novel or or countered Norms um think of this uh unconventional Behavior think of the movie there's a movie with Robin Williams Dead Poet Society where he gets up on the desk and he rips the pages out of the book and he has a unconventional teaching approach almost like teachers are somewhat leaders in the classroom and his unconventional fun and you know uh approach to to teaching um really inspired leadership and uh of of the students or followers in that group now charismatic leaders can how do they influence their followers well one they're able to say you know communicate in a way their follows can understand what their vision is they develop a vision statement that they reiterate and they establish a set of values what's important to them what should be important to the team and they're conveying this sense of Courage conviction they make you a believer in what they're trying to do now how much of a situation is dependent on the this um charismatic leader so um Charisma appears to be um perceived by followers um as more of an ideological component when the environment involves a high degree of stress and uncertainty people are especially receptive uh in a crisis so when people are confused upset scared and someone shows up I'll show you the way I'll show you the path to success follow me um you know times are tough but I'm going to get you through this this is what sort of can build that that Charisma can sort of build that um ease put people's minds at ease and allay some fears and you know especially in times of Crisis is very important skill to have now the Dark Side of charismatic leaders is that they might not be in your best interest so if you think of leaders there are some leaders that um they may have more personal goals rather than looking to to to achieve or produce organizational goals sometimes um people are very charismatic may also be very narcissistic um and the behaviors uh that may be viewed as a charismatic leader really is somebody is just too into themselves too um focused on themselves so they may come off as charismatic but they're really not effective leaders they're just effective as at at getting people to look at them and listen to them but they're not they don't really stand for a leadership with a vision that's going to propel a company forward now there are a full range of leadership models from Le Fair which is sort of a hands off to um idolized influence so some are um trans actional and some are transformative I'm going to describe each of these this is just sort of how you can put in if you're looking activity active versus passive effective versus ineective on the scale so L Fair um this is somebody who is going to be very hands off um somebody who is going to you know be more of a delegator and that would be sometimes they're only effective as their followers uh now if we look at more uh these transactional leadership um it's contingent of reward so there's an exchange a reward for effort uh a reward for good performance uh management by um exception on active phase watches and searches for deviation the rules and standards takes corrective action on the passive side intervenes only if standards are not met so it's really we've all had managers probably of these different categories now if it's a transformal transformational leader now this is someone who's could provide a vision a sense of mission uh instills Pride respect and Trust so this is somebody who's really not someone you you know um going back here this is just someone who's like okay transactional you do this you'll get that you do this work well I'll give you this so it's really tit fortat sort of like the what you're getting is what's motivating you to follow this person it's usually money or a promotion transformative leaders is someone you believe in like you believe in their ideas they're inspirational they motivate you um through their focus their sense of purpose they um they often P often have a sense of a strong intelligence they're rational good problem solvers uh they're able to give individual attention they're able to you know tailor their uh leadership towards the follower so transformal transformational is a type of leadership that really um picks you up like a wave and moves you forward uh with a really um consistent uh and wide-based uh Power now integrating evaluating positive leadership styles um so one clear conclusion can be drawn regarding the L say fair leadership you probably should not use it so it's basically you're doing nothing you're the manager assist new office um playing on the computer um when you really should be doing something so it mostly results in in social loafing the followers not doing hard work uh it often you know often gets people who don't like you because this person never works they don't contribute and it does contribute to a toxic environment so being two hands off almost you know is a breeding ground for trouble but you know being charismatic uh transactional and transform transformational Styles um is somewhat trickier uh although all the Styles can be useful in their own right transformational leaders tend to be you know more consistent result in uh better outcomes um so the charismatic um and transactional Leadership Stacks up to you know how does that stack up to a transformational leadership so you can be charismatic and transactional as a combination but we really want um a more effective leadership style will be transformational um where you're more able to motivate through a vision and have you know not somewhat closer to a Blinder follower not someone that that won't will only follow you when they know exactly what they're getting out of you and out of the situation so um thinking again about transactional and transformational Leadership they can complement each other they can be used together too so there you know you can you can switch back and forth between these leadership Styles so they're not opposing approaches to getting things done it's just trans transformational leadership builds uh or can start start in a transactional modality uh and someone could start out as more of a transactional leader and then progress into a more transformational leadership when the follower uh gets to know them better and and and the effort performance uh is rewarded in a way that is more trans informational to a follower so many researchers have commented on how the you know the contingent reward aspect of the transactional leadership appears to be in some cases can be just as effective as a transformational approach and the approach really depends on the situation so in some situations transactional is more appropriate and works better in some situations transform transformational is more effective now let's look at um five reasons why transformational leadership is Gen General more effective one uh effective mechanism so this is the approach transformational approach which is going to promote positive employee moods positive employee emotions higher job satisfaction organizational commitment and feelings of well-being so this is basically using your transformational leadership style to put employees in a good position so they feel in a good mood they're happy about their job they're satisfied about their job they like the organization and they want to the organ organization to succeed and they they have a a general sense of well-being so that's a very powerful leadership um transformational style um to express there's also motivational mechanism so this approach is is looking at motivating employees and employees become more confident and engaged more willing to put in the time and effort if you're um someone who can you know enhance their motivation in a transformative way identification mechanism this is going to approach um or lead employees to personally identify with the leader and the leader's values and identify with them you know as part of the team and organization so it's really buying into what the leader is selling uh social exchange mechanism transformational approach that's going to improve the quality of Exchange in the relationship between the leaders and the followers um followers are also more likely to you know to perceive that they are supported by the leader uh and the organization if they're you know getting something out of this uh work situation uh justice enhancement mechanism so there's another transformational approach then improves employees fairness perceptions motivates follows to contribute more and Trust the leader the team basically the employee feels that the leader taken care of them in a way that's given them the proper salary the proper tools the proper respect and support and they feel like they have been treated fairly so if you feel like you've been treated fairly you're more likely to treat you know um to be more productive now in general organization perform better when they have transformational leaders how ever transformational leadership is not always without some critics some of whom badly claim um that it doesn't work well and they make claims that transformational leadership behaviors can be constructed uh misconstrued manipulated and um you know and unfair unfairly you know generating power to inspire people so uh if the if the leader becomes too charismatic um there could be um the transformational leader can you know if they tip over into a narcissistic approach a little too much they may actually be counterproductive so there's a fine line between when um you're respected uh as a leader to where it goes to your head and now you're taking that leadership into a less productive place um now authentic leaders this is somebody when someone when you say you're an authentic leader um your followers know um what you believe and what you value uh and they're going to act on those values and beliefs the followers and the employ and the leader uh openly and candidly and the results people have come to have more faith in them so if you're authentic meaning that you're real you're true uh that that you've proven that you know you're going to do what you say then this going to result in people having more faith in these leaders and these leaders being able to get their employees to do do things they may not felt they're capable of or may not in nor normal s situations want it to do but they're so inspired by this leader that they're willing to do it now ethical unethical leaderships um any leader has power and power can corrupt so um hopefully leaders have a good ethical role model role models that help to um encourage that behavior in their followers you know for example if you have a manager who's a leader and you see them stealing or you see them giving their friends free stuff or you're seeing them bend the rules why would you follow anything you know why would you would why would you not do the same so e if you want ethical followers you have to be an ethical leader so that's going to have a direct influence about how employees act themselves so if you need to you need to lead by example have clear values and back them up by your actions if you want your followers you're to you know be ethical as well so um and this is you know usually learn through example when you're put in situations where you could easily been unethical or done something even slightly unethical and you tow a very strong line about no that's not right this is we have to even if it's just this small thing we can't do that you know you just know it leads to bigger problems this is what's going to really Inspire um your employees to be ethical as well so you know if you have if you've ever had a leader who's unethical you're either going to lose respect for them or you're going to you know use as excuse to be unethical yourself oh look at look at the boss he's taking a bunch of office supplies home well I'll do the same thing you know um so now uh a servant leadership uh leaders who go above and beyond their self-interest and instead focus on opportunities to help followers grow and develop so these this is a leader who's basically looking out for your best interest and almost serving you as a follower to get you to need to go where you need to go um and this you know characteristic you know includes listening empathizing um persuading accepting a mentorship role developing helping followers develop their potential so it's basically you're leading in a way that's going to build up the the follower in a way that they're going to be feel inden to you or grateful to you and therefore more likely to follow you uh in times when you need need help so that's really u a rare leadership quality to have um now abusive supervision uh this is refers to a supervisor who's hostile verbal uh a nonverbal Behavior Uh these supervisors that they may they like like their job they may be upset with their their boss and they take it out on you um so job the job tension may get to them the burnout may get to them so this is where these leaders are sort of they become abusive to their subordinates almost are uh taking it out on you and this is going to lead to low job um satisfaction low performance so you know if leaders are you know um have this abusive disposition um it's going to affect the health of the followers they're going to feel depressed they're going to feel exhausted they're not going to like the constant tension they're not going to like you know the negative situation you're in they have low job job satisfaction so this this is something that you know um happens over time a leadership may start as a good leader but then just not rewarded by the company or or has you know just a particular resentments or maybe jealous of some of their followers and they start to become more abusive in things small things they say it doesn't have to be really a very um direct in-your-face abuse like yelling at you calling you stupid or something like that it could just be subtle slights talking behind your back uh not being supportive belittling you making fun of you on occasion so I think we've all experienced the abuse of supervisor and generally that's either going to cause you to leave or cause you to behave badly it's just a really bad situation and something that you want to get out of as soon as possible whether it's changing um jobs changing uh your department into the company but some companies have a negative work environment or um a a work environment that what's the word for it I just remember a toxic work environment say when you work in an environment just it's so many problems with on so many levels the whole environment is just toxic get yourself out of that situation if you can um because it's just not going to result in anything good um trust and Leadership so trust is um what is trust it's it's a it's a particular thing that exists when you uh agree to make yourself vulnerable to another person because you have an expectation um that they will listen respect your privacy uh do what's best for you um and when the leadership has um developed a trust with their employes that trust can really develop a strong team on the other side when the trust is broken it can have serious adverse effects on the group's performance people are unlikely to look up to or follow someone they perceive as dishonest or likely to take um advantage of them you know so if you feel like your boss is not an honest person they're most likely looking to take from you or take advantage of you um the you know then you're just not going to be that good of a follower or you know the team and the leader is going to be not that good of a leader so trust is a you know one of the strongest indicators whether or not a leader follow follow relationship will be productive okay so the nature of trust we have integrity benevolence and and and ability uh and propensity to trust and this usually can enable more risk-taking information sharing group Effectiveness and productivity so trust isn't you know solely about the leader the characteristics of um developing trust uh so a trust can be between two co-workers it's not always between a leader and a cooworker but it's generally more powerful when the leader is trustworthy and has the you know has these characteristics um so if somebody's honest and truthful that helps to feel you help to have build a better trust with them um so a trusted person has your interest at heart and you know that they have your back and you know and hopefully it works both ways now you know when you have a trusting relationship with uh another employee or a boss then you feel more empowered to take some risks in the way you're doing things to improve things uh you're you're you're able to uh share more information and feel confident that you can share your information about um what's going on what you're seeing what you believe without being criticized or without being judged um so a leader sets this trusting tone and hopefully the members will pick up on it and over time learn to trust each other and respond back with it and this is going to enhance productivity because the more you trust somebody the more willing uh the higher level you'll be able to work with them on okay um so trust propensity How likely is an employee to trust a leader uh trust in culture does trust look the same in every culture this is um trust is different between different cultures the role of time um we come to trust people by observing their behavior over a period of Time how they interact with us how they interact with others and regaining trust can be restored when we observe a consistent pattern of trust words um by someone who's been a past transgressor of that trust so sometimes for some people trust can be one back um but these are just positive uh trust leadership um characteristics now in this attribution theory of leadership says that leadership is merely attri attribution uh attribution people make about other individuals so we attribute to leadership intelligence out going personality strong verbal skills aggressiveness understanding um and these at the organization level we Trend to see leaders right rightly or wrongly as responsible for extreme negative or extreme positive performance so um so our understanding of leadership is you know based on um some demographic assumptions about leaders so the researches show that many individuals hold stereotypes of um maybe have a stereotyp of men having more leadership characteristics than women which isn't true of course although you might expect that you know this tendency to equate leadership with masculinity has definitely decreased over time but the study suggest women women pce have perceived success as transformational Leaders may be based more on situations so the difference in um in race and ethnic necessity based leadership attributes may be one uh mechanism behind leaderships uh under emergence for women and people from ethnically diverse backgrounds can also be seen and a lot of these organization behavioral polls uh and the attribution theory suggests um that is important is uh projecting the appearance of being a leader rather than focusing on actual accomplishments so this is just um how people perceived leadership in the past and in today's world leadership is changing but in all cases uh it definitely helps that um people perceive you as a leader and that you that you um can get people to see you as a leader and then build off of that where you know later on your accomplishments will help establish your leadership but you have to start at some Square One um now the experience and training among this the uh substitutes that can replace the need for leadership support or the ability to create a structure so organizational characteristics such as you know explicit formalized goals rigid rules and procedures uh cohesive work groups can also replace some form of leadership so basically having some um documentation having some structure having some rules and regulations can help fortify um leadership without ever having a person in a leadership role in some cases um and it makes it possible for leader behaviors to make more of a difference um by having the structure in place now we look at leadership opportunities um now oops leadership opportunities identifying selecting leaders so how do you identify leader you know review specific requirements for position consider personality tests uh situation specific experience is relevant so it's very difficult to understand who's going to be a good leader who's going to be a good leader for this role that's why they often look at your past uh work history your past successes and your personal interview to kind of get an idea of whether or not you have the personality traits to be um to have the skills to be a leadership that would fit a particular organization so each organization needs a slightly different Leadership Model and it's often difficult to really select and identify people who are going to be in a leadership role it's often easier for people to make it known or Express their leadership potential in their actions and their words and even in their uh willingness to take on new responsibilities and then once once you do have people who are in leadership roles um they could be uh they should be trained and developed um and you know to be more effective leaders and yes lots of money is spent on leadership training development at companies and there are there are some things that have been able to these leadership uh support has been able to make some leaders better but if you're not innately a leader intuitively or just your personality doesn't have that leadership potential the training is less effective so generally um leaders become if you're a born leader uh you become more effective when this training is utilized if you're not a born leader the training is helpful but it may just be difficult Road for you to you know um become an effective leader if you don't really have the inate qualities and attributes um to be groomed into becoming a successful leader um now as far as career functions and uh psychosocial functions leaders often take responsibility for developing current leaders should take responsibility often do take responsib developing Future Leaders so a mentor is going to be a senior employee who's going to work with a less less senior or less experienced uh employee so as a prote and mentoring a relationship to serve you know career and psycho uh psychosocial uh uh functions and advice and successful mentors build a personal relationship um and help to transfer some of these characteristics through mutual trust uh and have a confidence that you know this Mentor is really there to help them grow and and Achieve what they need to achieve and for the betterment of the company so it's really acting as a role model and hopefully leading by example to um develop the characteristics and skills that will help someone become a more effective leader it's basically sort of like an experience trans trans transformance uh transference okay so as far as managers uh how can you utilize this chapter in leadership to be helpful well as a manager you have to realize that people who are more extroverted are more likely to be or promoted to leadership positions um and a leader uh needs to do things a leader needs to you know have actions show that they're working show that they're they constantly need to be doing something to improve their leadership position leaders that sit back and do nothing aren't going to be respected the results aren't going to be accomplished now leadership roles um it's it's sort of everybody has their own unique leadership role doesn't always fit into one category uh and sometimes leaderships change how they um how they act as leader depending on the situation so um so the most important things as far as behavior and Leadership should engage in is you know initiating structure having consideration for the the company the employees uh reading the situation and um tailoring their leadership to motivate the followers for that particular situation to solve a particular problem um now leadership you know hopefully will be strengthened or built upon a foundation of you know successful transactions with employees you know being able to F set goals follow through with recognizing accomplishments so often times a leadership a strong Foundation is a transactional leadership that later can hopefully move more towards a Caris charismatic or transformational leadership where they can Inspire uh and motivate of their employees to achieve greater things and the tighter this relationship is especially in the context of trust um and and past success the more effective this leadership would be moving forward now sometimes companies need to quickly realize that the destructive nature of abusive leadership being a to um spot When leaders are not acting in their best interest are having bad results are having bad behaviors uh and establishing a relationship with these either these managers are replaced fired or Tre trained um so that they don't play favorites they don't you know um belittle people they don't make fun of people they don't you know um treat people unfairly that you know that this has to be really nipped in the bud quickly other it can really spy out of control and really be uh detrimental to the business and trust is critical for a leader to be perceived as ethical a leader to be um perceived as you know having your back in a way that you feel that you can trust them and you which freeze you up to work harder for them you don't have to keep second guessing them or looking over your back or you know you feel like the time you're putting in with this leader is going to be beneficial to both you them and the company and the trust is a very difficult thing to ever recover from if that trust is ever broken um different organizations have different cultures that that sort of inter can interfere with leadership some organizations have toxic cultures some organizations are not good at support supporting their leaders and this is going to be detrimental to the bottom line of the company and the company's going to miss chances to be more profitable um when this occurs and finally um when we talk about leadership it's all about the perception people can have or people can behave in ways that makes them appear like leaders otherwise influential people may be passed up for a leadership position or promoted because they don't come off as a leader so be mind ful of your own leadership bias your your uh objective criteria as much as possible when making decisions especially those involving identifying Future Leaders so being um considered an evidence-based leaderships um selection training developing mentoring programs uh to leverage a power of leadership in your organization so really basically if you're more higher up in the organization you really are a leader it's really your job to seek out the new leaders the new leaders promote the new leaders help correct them when their you know their their leadership fails or is inappropriate and it's this is what's going to lead companies successful leadership leads to successful companies okay so that is chapter 12 on leadership I hope you enjoy the chapter and um we'll be talking to you soon take care