1 Chapter Three Charismatic and Transformational Leadership © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or

1

Chapter Three

Charismatic and Transformational

Leadership

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2

Learning Objectives

Describe many of the traits and behaviors of charismatic leaders.

Explain the visionary component of charismatic leadership.

Explain the communication style of charismatic leaders.

Have an action plan for developing your charisma.


Learning Objectives (cont’d)

Explain the nature of transformational leadership.

Identify several of the impacts of charismatic and transformational leadership on performance and behavior.

Describe the concerns about charismatic leadership from the scientific and moral standpoint.




Charisma Defined

Charisma is a Greek word meaning “divinely inspired gift”

In leadership, charisma is a special quality of leaders whose purposes, powers, and extraordinary determination differentiate them from others

In general use, charisma is having a charming and colorful personality


Inspiration and Non-Rational Communication

Charismatic leaders work deliberately at cultivating the relationship with group members through impression management.

These leaders recognize that the perceptions of constituents determine whether they function as charismatics.

Charismatic leaders are skillful actors in presenting a charismatic face to the world.



Charisma: A Relationship Between the Leader and Group Members

Key to charismatic leadership is the interaction between leader and group members

Charismatic qualities must be attributed to the leader by group members

Charismatic leaders use impression management to cultivate their relationships with group members


The Effects of Charisma

Group members trust the leader’s beliefs have beliefs similar to those of the

leader accept the leader unquestioningly have affection for the leader willingly obey the leader


The Effects of Charisma (cont’d)

Group members identify with and attempt to emulate

the leader have emotional involvement in the

mission have heightened goals feel that they will be able to

accomplish, or to contribute to the accomplishment of the mission


Figure 3-1 Halpert’s Dimensions of Charisma

ability to influence others

because of one’s specialized knowledge, skills, or abilities

Due to the leader’s desirable traits and characteristics

feeling of being heavily committed to the job


-- top-level leaders sometimes lose their power and position because they are perceived as not being charismatic enough to get constituents to accomplish important goals.



Types of CharismaticLeaders

1. Socialized charismatics restrain the use of power in the interest of others. Followers have clear values and are independent and honest workers.

2. Personalized charismatics use power to serve their own interests. Followers have an obedient, submissive, and dependent work style.


Types of CharismaticLeaders (cont’d)

3. Office-holder charismatics attain their charisma chiefly from the position they hold.

4. Personal charismatics gain esteem from others’ faith in them as people, independent of office or position held.

5. Divine charismatics were once defined by strictly by the theological concept of possessing divine grace, but now, qualities of mysticism, narcissism, and magnetism also characterize this type.


Characteristics of Charismatic Leaders

Visionary Masterful

communication skills

Ability to inspire trust Able to make group

members feel capable

Energy and action orientation

Emotional expressiveness and warmth

Romanticize risk Unconventional

strategies Self-promoting

personality Dramatic and unique

*Some of these characteristics also describe Transformation Leaders.


The Vision Component

Vision is the ability to imagine different and better future conditions and ways to achieve them

Charismatic leaders inspire others with their visions, which are often lofty, long-term goals.

Visionaries have unique brain activity, suggests recent neuroscience research.

A vision differs from a mission. A mission defines an organization’s purpose, whereas a vision draws a picture of what the future will be.


The Vision Component, cont’

A strong and clear vision statement should have the following elements: A reason for being beyond making

money Timeless, unchanging core values Ambitious but achievable goals

Hull College of BusinessVision Statement The vision of the Hull

College of Business is to be a globally competitive business school which delivers innovation and value to our students, to our stakeholders, and to society as a whole.

Mission Statement The Hull College of Business

provides a high quality, student-focused education that prepares our students to excel in their fields of study and become leaders on a global stage. Our programs are highly desirable and develop graduates that are highly recruited. Our faculty members advance scholarly understanding and improve the professional practice of our disciplines through collaborative research and service.


Dean Miller ?

Ability to change Vision based on rules handed to him by his top of pyramid…..


The Communication Component Charismatic leaders’ communication style is

typically colorful, imaginative, open, and expressive

Management by Inspiration Using metaphors and analogies to appeal to

the intellect, imagination, and values of group members

Gearing language to different audiences Speech identifies leader as one of them

Management by Anecdote Inspiring and instructing team members by

storytelling


Techniques for Developing Charisma

Create visions for others Be enthusiastic, optimistic, and energetic Be sensibly persistent, (almost) never-

say-no Remember peoples’ names Develop synchrony with others, “connect” Develop a personal brand and be polished Be candid, yet not insensitive, and direct If appropriate for your work, display an in-

your-face attitude


Transformational Leadership

The transformational leader helps bring about major, positive changes

Transformational leaders move group members beyond their self-interests for the good of the group, organization, or society


Figure 3-2 How Transformations Take Place

In contrast, the transactional leader focuses on more routine transactions, with an emphasis on rewarding group members for meeting standards.

To accomplish his or her lofty purposes, the transformational leader attempts to overhaul the organizational culture or subculture



Attributes of a Transformational Leader

Charismatic Emotionally intelligent Extroverted Creates and

communicates a vision

Encourages the personal development of others

Provides supportive leadership

Practices empowerment

Thinks innovatively Leads by example Often employs moral

reasoning


Concerns AboutCharismatic Leadership

According to the concept of leadership polarity, leaders are often either revered or vastly unpopular, e.g. Martha Stewart

Charisma may not be necessary for leadership effectiveness

Charisma and its effects on leadership is a matter of perception; one may not necessarily affect the other

Charismatic leadership may lead to unethical, illegal or immoral actions

Some charismatic and transformational leaders neglect their social responsibility


Summary

Charisma is a special quality of some leaders that differentiates them from others

Charismatic leaders often contribute to group members’ attributions of their charismatic qualities through impression management

The effects of charismatic leadership can be organized into three dimensions: referent power, expert power, and job involvement


Summary (cont’d)

There are five types of charismatic leaders: socialized, personalized, office-holder, personal, and divine

Charismatic and transformational leaders are able to articulate a vision in such a way as to inspire others

Charisma can be developed There may be a dark side to charismatic

leadership




Documents

1 Chapter Three Charismatic and Transformational Leadership © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or