1. Transactional, Charismatic and Transformational Leadership.
What leaders do.

2. The quality of a leader that makes many people want to follow.
Charisma
The quality of a leader that makes many people want to follow.

3. Charismatic leadership involves the use of power

4. Power The ability to influence people to do things.
Five types of power
Coercive – based on punishment
Reward – Based on rewards
Legitimate –Based on a role
Expert – Based on needed knowledge
Referent – based on charisma

5. Halpert’s dimensions Charisma combines power with task orientation
Referent Power
Expert Power
Job or task involvement

6. Use of power by leaders Socialized Charisma Personalized charisma
Power for social good
Personalized charisma
Power for personal benefit
Office holder Charisma
Combines legitimate power with task needs
Personal charisma
Use referent power to lead

7. Leadership from a systemic and sociological perspective

8. Leadership from a systemic and sociological perspective
Leaders and followers form a social system of relationships
Interact within a context
Context

9. Charismatic Leadership
Combines what the leader does (behavior) with what the leader is (characteristics)
Focus on the relationship between the leader and the followers.

10. Charismatic Leadership Characteristics
Charismatic leaders high in
Dominance
Self confidence
Need for influence
Belief in own values

11. Charismatic Leadership Behaviors
Goal Articulation
A transcendent goal inspires a movement - I have a dream
Personal Image Building
Behaviors that create impression of competence/success
Prove his competence to the followers
Leader role modeling of value system
Gandhi models self sacrificing behavior of non violence
Leader motive arousal behavior
Message inspires needs in the followers that are needed to complete the task. (message of love=needs for affiliation=required for bringing together Hindu/Moslems/Christians)
Leader communication of high performance expectations of, and confidence in, followers

12. Follower Behaviors
Characteristics and behaviors of the charismatic leader encourage behaviors in the followers
Trust, loyalty, unquestioning acceptance, obedience to the leader
Emulation of leader’s value system
Acceptance by followers of challenging goals
Enhanced self esteem and performance expectations by the followers

13. The Result
Effective follower performance if the behavior is appropriate to the task being accomplished

15. Leader-Follower Relationships
Transactional Leadership

16. Transactional Leadership
Classical management
Focus on the leader and the follower
Transaction
Work for pay
Work for psychological benefits (status, recognition or esteem)
Requires appropriate role behavior
Requires clear goals and appropriate instructions
Transactional leadership focuses on the task.

17. Transactional Leadership
Puts leaders and followers on opposite sides.
Ebb and flow of power and reward depending on follower performance.
High task performance=power and rewards to the follower.
Low task performance=Leader exercises legitimate and coercive power.
Promotes “game-playing”

18. Transactional Leadership
A demonstration

19. Transformational Leadership

20. Transformational leadership
Transforms the environment and the people in it
Focuses on building an appropriate context and on enhancing the relationships of people within the system
The environment

21. Transforming the culture
People can be trusted
Everyone has a contribution to make
Complex problems should be handled at the lowest level
Norms are flexable adapting to changing environment
Superiors are coaches, mentors, models

22. Transforming the leader’s behavior
Identifying and articulating a vision‑Behavior on the part of the leader aimed at identifying new opportunities for his or her unit/division/company, and developing, articulating, and inspiring others with his or her vision of the future.
Providing an appropriate model‑Behavior on the part of the leader that sets an example for employees to follow that is consistent with the values the leader espouses.
Fostering the acceptance of group goals‑Behavior on the part of the leader aimed at promoting cooperation among employees and getting them to work together toward a common goal.

23. Transforming the leader’s behavior
High performance expectations‑Behavior that demonstrates the leader's expectations for excellence, quality, and/or high performance on the part of followers.
Providing individualized support‑Behavior on the part of the leader that indicates that he/she respects followers and is concerned about their personal feelings and needs.
Intellectual stimulation‑Behavior on the part of the leader that challenges followers to re‑examine some of their assumptions about their work and rethink how it can be performed.

24. What is your leadership style-Transactional or transformational?