Robert Galford and Anne Seibold Drapeau, The Trusted Leader The book on which this article is based, The Trusted Leader covers the subject of trusted leadership in-depth with plenty of examples that bring theory to life. After introducing the theory, the book presents practical advice for situations frequently encountered by senior leaders.  Table of Contents   Part One: An Overview of Trusted Leadership     1.  What is trusted leadership?     2.  The Trusted Leader Self-Assessment     3.  The Characteristics and Competencies of the Trusted Leader     4.  The Enemies of Trusted Leadership   Part Two: Identifying and Applying the Tools of Trusted Leaders     5.  The Tools of Building Personal Trust     6.  The Tools of Building Organizational Trust   Part Three:  How Trusted Leaders Work     7.  From the Top     8.  Inside Teams, Departments, Offices     9.  Across Teams, Departments, Offices   Part Four: Defining Moments     10.  In Times of Change     11.  When People Leave     12.  In Times of Crisis   Part Five: Building Trust in Perspective     13.  Trust Lost, Trust Rebuilt     14.  When You Leave: The Legacy of Trust   Afterword: The Trusted Leader Continues   Notes and References   About the Authors   Index    Trust is a vital ingredient in organizations since they represent a type of ongoing relationship. In their book The Trusted Leader, Robert Galford and Anne Seibold Drapeau analyze…

Numerous theories have been put forth about the many aspects of leadership such as motivation, alignment, and empowerment. However, it is not obvious how these pieces fit together into a coherent model, if they do at all. As such, leadership has a reputation of being an art that is practiced by the lucky few who possess certain talents. In his 1999 book, Be The Leader, Make The Difference, consultant Paul B. Thornton proposed an integrating framework that takes these various leadership ideas and transforms them into a model that quickly can be studied, understood, and implemented by managers in order to develop an effective leadership style and better lead their organizations. The model is based on the premise that leaders exist because individuals need guidance, without which they do not always know what they can accomplish, what they should accomplish, or how to accomplish it. To this end, leaders can provide challenge, confidence, and coaching. Thornton calls this framework the 3-C Leadership Model and depicted it as shown below.  3-C Leadership Model  This three vertex diagram illustrates the balanced relationship among the three 3-Cs of leadership: presenting a challenge, building confidence, and providing coaching. Present a Challenge Of the 3…

 The expectancy theory of motivation has become a commonly accepted theory for explaining how individuals make decisions regarding various behavioral alternatives. Expectancy theory offers the following propositions: When deciding among behavioral options, individuals select the option with the greatest motivation forces (MF). The motivational force for a behavior, action, or task is a function of three distinct perceptions: Expectancy, Instrumentality, and Valance. The motivational force is the product of the three perceptions: MF  =  Expectancy  x  Instrumentality  x  Valence   Expectancy probability: based on the perceived effort-performance relationship. It is the expectancy that one’s effort will lead to the desired performance and is based on past experience, self-confidence, and the perceived difficulty of the performance goal. Example: If I work harder than everyone else in the plant will I produce more? Instrumentality probability: based on the perceived performance-reward relationship. The instrumentality is the belief that if one does meet performance expectations, he or she will receive a greater reward. Example: If I produce more than anyone else in the plant, will I get a bigger raise or a faster promotion? Valence: refers to the value the individual personally places on the rewards. This is a function of his or her…