Trust And Leader Behaviors

Running head: FINAL LEADERSHIP THEORY: TRUST & LEADER BEHAVIORS

Final Leadership Theory:

Trust and Leader Behaviors

John Rodriguez

Texas A&M University

April 30, 2007

Final Leadership Theory Ð'- Trust and Leader Behaviors

Introduction

According to Brymer and Gray (2006), leadership theory has passed through several stages since researchers began looking at what constitutes effective leadership. These stages are 1) leadership by tradition: leaders who are born into the role, 2) trait theories of leadership: leaders are endowed with personality traits that make them effective leaders, 3) formal leadership function: leaders are given the authority to lead, 4) human relations theories: focused on leader and follower relationships, 5) contextual theories of leadership: leaders adapt their behaviors to situations, and 6) transactional-transformational leadership model: leader-follower relationships are based on the interchange of bargains or based on charisma. Brymer and Gray indicate that the presentation of these various stages of leadership is not an implication that one theory died off as another became popular, but rather is used to put current thinking into context.

To provide a final theory of what constitutes effective leadership is difficult given the many different views studied this semester. In this author's opinion, the most prevalent idea of leadership is one that constitutes the exhibition of certain behaviors, which in turn builds trust. Yukl and Lepsinger (2005) contend that the use of specific leadership behaviors is one way for influencing followers to exhibit the necessary performance for success. According to Humphreys (2000),

Kirkpatrick and Locke (1991) identified the following key leadership traits: drive (which included achievement, motivation, energy, ambition, initiative, and tenacity), leadership motivation (the aspiration to lead but not to seek power), honesty and integrity, self-confidence, intellectual prowess, and an understanding of the particular organization, business, or industry (p. 2-3).

Humphreys goes on to contend that some scholars believe these traits are not really traits, but in fact patterns of behavior (2000). This author believes strongly that true leadership is a product of follower trust in a leader that is derived by exhibiting the behaviors described by Kirkpatrick and Locke, with special emphasis on drive, integrity, and self-confidence. This author also feels very strongly, as cited by Humphreys, that these are indeed behaviors and not traits because this author has witnessed more than one person, who did not always exude these behaviors, effectively exhibit them later in their career. This author has also witnessed in previous situations in life, both personal and in the workplace, where people who lead were actually not given the authority to lead, but rather were influential in gaining followers based on these behaviors. Unfortunately, this author has also witnessed the transformation of leaders who lacked integrity, but instead exuded drive and self-confidence, which resulted in followers who also lacked integrity and who were bent on disruption. Therefore, this author believes it is imperative that an effective leader is one who practices all three of these behaviors at all times. The intent of this paper is to deliver a theory of leadership that is based on follower trust garnered by a person exuding the following behaviors: drive (achievement, motivation, energy, ambition, initiative, and tenacity), integrity, and self-confidence and the fact that these behaviors can be attained through self-determination to achieve them or by the natural possession of these behaviors akin to an inherited trait.

Trust

Trust in a leader is imperative for effective leadership to be possible. In fact, "Trust is at the root of all great leadership" (Martin, 1998, p. 41).

People do not place trust in a title or a position. A title is an intangible item. Trust is a work-in-progress assignment that has no end. Leaders gain the trust of their employees through communication, by keeping their word, and trusting employees first. A personal connection must be established between the leader and his followers. The result of this connection is commitment to the vision. Trust given is trust reciprocated (1998, p. 44).

General Colin Powell (2006) stated that, "Leaders are trustworthy. Why would anyone follow you around a corner, up a hill, or into a dark room? The reason is trust" (p. 6). Jung and Avolio (2000) cite that, "Ð'...a follower's commitment to the leader's vision depended on a leader's capability to build trust with followers" (p. 951). The authors also contend that "Ð'...being a role model and showing respect for their followers Ð'... leaders become more admired, respected and trusted over time" (p. 951). Being a role model means not just talking the talk, but walking the walk. This walk can be conveyed by exhibiting the correct behaviors. "The leader sets an example. Other people take their cue from the leader Ð'- not so much from what the leader says, but from what the leader does" (Powell, 2006, p. 6). According to Northouse (2007), "Ð'...leaders created trust in their organizations by making their own positions clearly known and then standing by them. Trust has to do with being predictable or reliable, even in situations that are uncertain" (p. 187). According to Jung and Avolio (2000),

Previous research has supported the positive role that value congruence and trust play in the leadership process. For example, Meglino et al. (1989) reported that workers were more satisfied and committed when their personal values were congruent with the values of their supervisors. Kirkpatrick and Locke (1996) conducted a laboratory experiment demonstrating that leaders who articulated visions with more of an emphasis on quality, positively affected followers' perceived congruence with beliefs and values communicated in the vision (p. 950).

Bommer, Rich, and Rubin (2005) cite that effective leaders "portray themselves as exceptionally trustworthy and morally responsible individuals who stress their similarity to followers Ð'... in order to establish themselves as trusted representatives of their followers' interests" (p. 740). This is important because as followers gain trust in the leader, they begin to emulate the leader (2000). Drive, integrity,