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Chapter 11

Charisma and Transformational

Leadership

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Chapter Goals

The goal of this chapter is to define charismatic leadership, review the research findings on charismatic leadership, and review two of the more-popular transformational leadership theories.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999

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Max Weber

The most important early research on charismatic leadership was completed by Max Weber, who maintained that societies could be identified in terms of one of three types of authority systems: traditional, legal-rational, and charismatic.

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999

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Traditional Authority System

The traditions and unwritten laws of the society dictate who has authority and how this authority can be used.

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Legal-Rational Authority System

Authority derives from society’s belief in the laws that govern it.

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Charismatic Authority System

Authority stems from the society’s belief in the exemplary characteristics of the leader.

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Theory of Transformational and

Transactional Leadership

James McGregor Burns’s Theory of Transformational and Transactional Leadership

focused on the differences between power versus leadership and charismatic versus non-charismatic leadership

Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999

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Theory of Transformational and

Transactional Leadership

believed that leadership could take one of two forma: transactional leadership or transformational leadership

maintained that power and leadership were two distinct entities

Cont.

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Common Characteristics of Charismatic and

Transformational Leadership

Vision

Rhetorical skills

Image and trust building

Personalized leadership

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Follower Characteristics

Identification with the Leader and the Vision

Heightened Emotional Levels

Willing Subordination to the Leader

Feelings of Empowerment

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Situational Characteristics

Crises

Task Interdependence

Innovation

More Receptive to Change

Organizational Downsizing

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Bass’s Theory of Transformational and

Transactional Leadership

Transformational leaders possess charismatic-leader characteristics (vision, rhetorical skills, etc.).

Transactional leaders do not possess these leader characteristics, nor are they able to develop strong emotional bonds with followers or inspire followers to do more than they thought they could. Instead, transactional leaders motivate followers by setting goals and promising rewards for desired performance.