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

2. 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 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 Leaders Context Relationships Followers

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