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Charismatic and Transformational Leadership 12-1Copyright© 2013 Pearson Education Leadership in Organizations.

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Presentation on theme: "Charismatic and Transformational Leadership 12-1Copyright© 2013 Pearson Education Leadership in Organizations."— Presentation transcript:

1 Charismatic and Transformational Leadership 12-1Copyright© 2013 Pearson Education Leadership in Organizations

2 After studying this chapter, you should be able to:  Understand how the theories of charismatic and transformational leadership differ from earlier leadership theories.  Understand similarities and differences among the major theories of charismatic and transformational leadership.  Understand how attributions of charisma are jointly determined by the leader, the followers, and the situation. Copyright© 2013 Pearson Education Leadership in Organizations12-2

3  Understand what traits, behaviors, and influence processes are involved in charismatic and transformational leadership.  Understand the benefits and costs of charismatic leadership for followers and the organization.  Understand how to apply the theories to become more effective as a leader. Copyright© 2013 Pearson Education Leadership in Organizations12-3

4 Copyright© 2013 Pearson Education Leadership in Organizations12-4 Understand how the theories of charismatic and transformational leadership differ from earlier leadership theories

5  Emotional and symbolic aspects of leadership  Follower perceptions of leader qualities Copyright© 2013 Pearson Education Leadership in Organizations12-5

6 Copyright© 2013 Pearson Education Leadership in Organizations12-6 Understand similarities and differences among the major theories of charismatic and transformational leadership

7 Charisma  Max Weber – Divinely inspired gift  Social crisis  Radical vision offering a solution Copyright© 2013 Pearson Education Leadership in Organizations12-7

8 Transforming Leadership  Political leadership  Appeals to followers’ moral values, raises consciousness and mobilizes energies  Contrasts with transactional leadership which appeals to followers’ self-interest and exchange Copyright© 2013 Pearson Education Leadership in Organizations12-8

9  One of the most important issues for leadership scholars is the extent to which transformational leadership and charismatic leadership are similar and compatible.  Some theorists treat the two types of leadership as essentially equivalent, whereas other theorists view them as distinct but overlapping processes. Copyright© 2013 Pearson Education Leadership in Organizations12-9

10 Copyright© 2013 Pearson Education Leadership in Organizations12-10 Understand how attributions of charisma are jointly determined by the leader, the followers, and the situation

11 Follower attributions of charisma depends on leader behavior  Novel and appealing vision  Emotional appeal to values  Unconventional behavior  Self-sacrifices  Confidence and optimism Copyright© 2013 Pearson Education Leadership in Organizations12-11

12 Follower attributions of charisma depends on aspects of the situation  Follower anxiety  Follow disenchantment Copyright© 2013 Pearson Education Leadership in Organizations12-12

13 Copyright© 2013 Pearson Education Leadership in Organizations12-13 Understand what traits, behaviors, and influence processes are involved in charismatic and transformational leadership

14 Attribution theory  Behaviors?  Influence processes?  Facilitating conditions? Self –concept theory  Traits & behaviors?  Influence processes?  Facilitating conditions? Copyright© 2013 Pearson Education Leadership in Organizations12-14

15 ORIGINAL THEORY BEHAVIORS REVISED THEORIES’ BEHAVIORS  Idealized influence  Intellectual stimulation  Individualized consideration  Inspirational motivation  Idealized influence behavior  Idealized influence attributions Copyright© 2013 Pearson Education Leadership in Organizations12-15

16 ORIGINAL THEORY BEHAVIORS REVISED THEORIES’ BEHAVIORS  Contingence reward  Passive management by exception  Active management by exception  Laissez-faire Copyright© 2013 Pearson Education Leadership in Organizations12-16

17 Copyright© 2013 Pearson Education Leadership in Organizations12-17 Understand the benefits and costs of charismatic leadership for followers and the organization

18  Personalized power orientation  Instill devotion to themselves  Use ideological appeals to gain power  Seek to dominate and subjugate  Centralize authority  Use punishment and rewards to manipulate  Restrict information  Self-glorifying decisions Copyright© 2013 Pearson Education Leadership in Organizations12-18

19  Risky decisions can result in serious failures  Make more determined enemies  Excessive optimism blinds the leader to strategic flaws  Close identification with vision undermines objective evaluation Copyright© 2013 Pearson Education Leadership in Organizations12-19

20  Judgment may not be questioned  Reject evidence of an unrealistic vision  Followers can be inhibited from suggesting improvements  Alienate or polarize people Copyright© 2013 Pearson Education Leadership in Organizations12-20

21  Socialized power orientation  Instill devotion to ideology  Emphasize internalization  Self-sacrifice  Lead by example  Delegate authority  Shared information  Participative decision-making  Rewards used to reinforce Copyright© 2013 Pearson Education Leadership in Organizations12-21

22  Follower growth and development  Environmental adaptation  Achievement-oriented culture  High-performing system  Clearly understood mission Copyright© 2013 Pearson Education Leadership in Organizations12-22

23  Mission embodies social values  Empowerment  Open communication  Shared information  Structures and systems support mission Copyright© 2013 Pearson Education Leadership in Organizations12-23

24 Copyright© 2013 Pearson Education Leadership in Organizations12-24 Understand how to apply the theories to become more effective as a leader

25  Survey studies  Laboratory and field experiments  Comparative biographical studies  Intensive case studies Copyright© 2013 Pearson Education Leadership in Organizations12-25

26  Articulate a clear and appealing vision  Explain how vision can be attained  Act confident and optimistic  Express confidence in followers  Use symbolic actions to emphasize values  Lead by example Copyright© 2013 Pearson Education Leadership in Organizations12-26


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