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8/8/2019 Leaders and Followers Ehh Edition
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Leaders and Followers:
Attribution Approach
Charismatic Leadership Transformational Leadership
y Transactional Leadership
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Attribution Theory of
Leadership Description of Theory
yAccording to attribution theory, in observing
subordinates, a leader searches forinformational cues as to why something is
happening and then attempts to construct
causal explanations that guide his/her
leadership behavior.
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Figure 1: An Attributional
Leadership Model
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Linkage 1 Linkage 2
Causal Attribution of
Poor Quality
Internal causes
- Low effort
- Low commitment
- Lack of ability
External causes
- Improper equipment
- Unfair deadlines
Leader Behavior in
Response to
Attributions
- Reprimand
- Transfer
- Demotion
- Redesign job
- Personal concern
- Training
Observation of Poor
Quality or Production
- Rejects
- Excess scrap
- Returned products
- Excessive production
costs
Information Cues
- Distinctiveness
- Consistency
- Consensus
Perceived Source of
Responsibility
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Note to Leaders:
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Make sure your attributions for other peoples behavior areMake sure your attributions for other peoples behavior areas accurate as possible.as accurate as possible.
Consider external factors that may be responsible for otherConsider external factors that may be responsible for other
peoples behavior;peoples behavior; such as inadequate resources or supplies, an exceptionally difficultsuch as inadequate resources or supplies, an exceptionally difficult
task, or chance occurrencestask, or chance occurrences..
Consider internal factors that may be responsible for yourConsider internal factors that may be responsible for yourown behavior,own behavior, such as your personality, your strengths and weaknesses, and yoursuch as your personality, your strengths and weaknesses, and your
level of motivation.level of motivation.
Avoid blame for errors and be responsible for every actionsAvoid blame for errors and be responsible for every actionsmade.made.
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Charismatic Leadership
Defining Charismatic Leadership
y Charismatic leaders have a combination
of charm and personal magnetism thatcontribute to a remarkable ability to get
other people to endorse their vision and
promote it passionately.
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Charismatic leadership
yhave a strong conviction in themoral righteousness of their
beliefsyarticulates ideological goals
y inspire their followers trust,confidence, acceptance,
obedience, emotional involvement,affection, admiration, and higherperformance
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Characteristics:
ySelf-confident
yRole modelyHave a compelling Vision
yGood communication skills
yAble to arouse the followers
sense of excitement
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Martin Luther King, Jr. John F. Kennedy
Charismatic Leaders:
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Transformational Leadership
The leader transforms the vision into
reality and motivates/inspires followers
to transcend their personal interests forthe good of the organization
Broaden and elevate their followers
interest,
moves beyond transactional
leadership
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Transactional Leadership
Leaders view management as series of
transactions, using their legitimate, reward,and coercive powers to give commandsand exchange rewards for servicesrendered.
guide subordinates in their tasks towardsthe achievement of pre-stated goals,
Dispassionate and does not excite,transform or empower people to focus onthe interests of the organization.
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Characteristics of Transactional
and Transformational Leader
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Transactional Leader Transformational Leader
Contingent Reward.Active Management by
exception.
Passive Management by
exception.
Laissez-faire.
Charisma.
Inspiration.
Intellectually Stimulating
Individualizedconsideration.
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End
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