Transformational Leadership

Charismatic and Charismatic and Transformational Transformational

LeadershipLeadership

Chapter 10 Chapter 10 Learning OutcomesLearning Outcomes

• Max Weber on charismatic leadership.Max Weber on charismatic leadership.• Argument for and against the locus of Argument for and against the locus of

charismatic leadership.charismatic leadership.• How one can acquire charismatic qualities.How one can acquire charismatic qualities.• Socialized VS personalized charismatic Socialized VS personalized charismatic

leaders.leaders.• Charismatic VS transformational Charismatic VS transformational

leadership.leadership.• 4 Phases of the transformation process.4 Phases of the transformation process.• Transformational VS Transactional Transformational VS Transactional

leadershipleadership• Stewardship and servant leadershipStewardship and servant leadership

Weber’s Weber’s CharismaticCharismaticLeadershipLeadership• Influence based Influence based

on follower on follower perceptions perceptions that the leader that the leader is endowed is endowed with the gift of with the gift of divine divine inspiration or inspiration or supernatural supernatural qualities.qualities.

CHARISMACHARISMA• The process of influencing The process of influencing

major changes in the major changes in the attitudes and assumptions attitudes and assumptions of organization members, of organization members, and building commitment for and building commitment for the organization’s objectivesthe organization’s objectives

• The special quality that The special quality that gives someone power and gives someone power and authority over a large authority over a large number of peoplenumber of people

Model of Personal Meaning Model of Personal Meaning and Charismatic Leadershipand Charismatic Leadership

LeaderPersonalMeaning

LeaderBehavior

Attributions of CharismaticLeadership

Personal MeaningPersonal Meaning

““The degree to which The degree to which people’s lives make people’s lives make emotional sense and emotional sense and that the demands that the demands confronted by them are confronted by them are perceived as being perceived as being worthy of energy and worthy of energy and commitment.”commitment.”

Sources of Sources of Personal MeaningPersonal Meaning

• Self-concept/identitySelf-concept/identity• LegacyLegacy• AltruismAltruism• Culture and traditionsCulture and traditions• Political/social orientationPolitical/social orientation• Spirituality and religionSpirituality and religion• Hobbies/personal pursuitsHobbies/personal pursuits• Values/idealsValues/ideals

Attribution VariablesAttribution Variablesof Leader Charismaof Leader Charisma•Discrepancy gap between Discrepancy gap between

status quo & the visionstatus quo & the vision•Vision articulation & role Vision articulation & role

modelingmodeling•Use of unconventional Use of unconventional

strategiesstrategies•Realistic assessment of Realistic assessment of

resource needs & resource needs & constraintsconstraints

Vision Content Vision Content and Contextand Context

•Nature of the status quoNature of the status quo•Nature of the future visionNature of the future vision•Manner future vision will Manner future vision will

remove discontent & remove discontent & provide fulfillment of provide fulfillment of follower hopesfollower hopes

•Plan of action for realizing Plan of action for realizing visionvision

Charisma and Charisma and Unconventional Unconventional

BehaviorBehavior•To transcend the existing To transcend the existing

orderorder•Evoke sentiments of Evoke sentiments of

adorationadoration•Exemplifies heroism, Exemplifies heroism,

personal risk, & self-sacrificepersonal risk, & self-sacrifice•Counter to the normCounter to the norm

Charisma & Resource Charisma & Resource Needs AssessmentNeeds Assessment

•Very good strategistsVery good strategists•Perform realistic resource & Perform realistic resource &

constraint assessmentsconstraint assessments•Sensitive to capabilities & Sensitive to capabilities &

emotional needs of followersemotional needs of followers•Align strategies & capabilities Align strategies & capabilities

to insure transformationto insure transformation

More Modern Theories More Modern Theories state that Charisma may state that Charisma may

result fromresult from•The situation or social The situation or social

climate facing the leaderclimate facing the leader•The leader’s extraordinary The leader’s extraordinary

qualitiesqualities•An interaction of the An interaction of the

situation and the leader’s situation and the leader’s qualitiesqualities– This view is gaining This view is gaining credibilitycredibility

Effects of Effects of Charismatic Charismatic LeadershipLeadership

• Trust in “rightness” of visionTrust in “rightness” of vision• Similarity of followers’ & leader’s Similarity of followers’ & leader’s

beliefs & valuesbeliefs & values• Heightened sense of self-confidenceHeightened sense of self-confidence• Acceptance of higher or challenging Acceptance of higher or challenging

goalsgoals• Identification with & emulation of Identification with & emulation of

leaderleader• Unconditional acceptance of leaderUnconditional acceptance of leader• Strong affection for leaderStrong affection for leader

EmpowersOthers

Visionary

SelfPromoting

VerbalSkills

MinimumInternalConflict

High EnergyAction

Orientation

Inspires Trust

High RiskOrientatio

n

SelfConfidence Moral

Conviction

RelationalPowerBase

CharismaticCharismaticLeaderLeader

CharacteristicCharacteristicss

CharismaticCharismaticLeaderLeader

CharacteristicCharacteristicss

VISIONVISION•The ability to imagine The ability to imagine

different and better different and better conditions and ways to conditions and ways to achieve themachieve them

•Future orientationFuture orientation•See the difference in See the difference in

how things are and how how things are and how they should bethey should be

COMMUNICATIONS COMMUNICATIONS SKILLSSKILLS

• Great rhetorical skillsGreat rhetorical skills– Especially oralEspecially oral– Can speak about the vision and Can speak about the vision and

make the followers “see it”make the followers “see it”– Think of MLK,Jr’s “I Have A Think of MLK,Jr’s “I Have A

Dream” speechDream” speech– Hitler captivated people, even Hitler captivated people, even

those who spoke no Germanthose who spoke no German• Writing, while important, is not Writing, while important, is not

as powerfulas powerful– Winston Churchill used both Winston Churchill used both

masterfullymasterfully

SELF CONFIDENCE & SELF CONFIDENCE & MORAL CONVICTIONMORAL CONVICTION•Unshakable self Unshakable self

confidenceconfidence– Passed on to followersPassed on to followers

•True faith in the “cause” True faith in the “cause” •Strong moral beliefsStrong moral beliefs•Willingness to sacrificeWillingness to sacrifice

– Self & followersSelf & followers

TRUSTTRUST

•Followers have total Followers have total trust and belief in the trust and belief in the leader and the “cause”leader and the “cause”

•Show commitment to Show commitment to followers, who return itfollowers, who return it

ACCEPT RISKACCEPT RISK•Willing to be at great Willing to be at great

personal riskpersonal risk– ProfessionallyProfessionally– PhysicallyPhysically

•Willing to risk the Willing to risk the followersfollowers

•Use unconventional (risky) Use unconventional (risky) strategies & methods to strategies & methods to achieve goalsachieve goals

HIGH ENERGY & ACTION HIGH ENERGY & ACTION ORIENTATIONORIENTATION

•Show emotion in what Show emotion in what they dothey do– Leads to high energyLeads to high energy

•Take actionTake action•Serve as role models for Serve as role models for

followersfollowers– Who show high energy to Who show high energy to emulate the leaderemulate the leader

– Who take actions the Who take actions the leader wantsleader wants

RELATIONAL POWERRELATIONAL POWER•Charismatic leaders have Charismatic leaders have

high referent and expert high referent and expert powerpower

•Followers feelFollowers feel– Awe, trust, identification, Awe, trust, identification, devotion, common beliefs, devotion, common beliefs, unquestioning unquestioning acceptance, affectionacceptance, affection

ABILITY TO MINIMIZE ABILITY TO MINIMIZE INTERNAL CONFLICTINTERNAL CONFLICT•Through strength of Through strength of

beliefbelief•With referent powerWith referent power•Due to follower belief in Due to follower belief in

the leader and the causethe leader and the cause

WILLINGNESS & WILLINGNESS & ABILITY TO ABILITY TO EMPOWEREMPOWER

•Know they need the Know they need the efforts & ideas of othersefforts & ideas of others

•Let the subordinate Let the subordinate leaders do those things leaders do those things they are able to dothey are able to do

•Often take credit for Often take credit for followers’ ideas and followers’ ideas and effortsefforts

SELF-PROMOTINGSELF-PROMOTING

•Beat their own drumsBeat their own drums•Campaign for “the Campaign for “the

cause”cause”•Explain their vision to all Explain their vision to all

who will listen or read who will listen or read

CAN CHARISMA BE CAN CHARISMA BE DEVELOPED?DEVELOPED?

• Evidence seems to indicate Evidence seems to indicate that it canthat it can

• It may be that individuals It may be that individuals who develop charisma have who develop charisma have the undeveloped the undeveloped characteristics which characteristics which “practice” brings to the “practice” brings to the forefrontforefront

4 Strategies to 4 Strategies to DevelopDevelop

Charismatic QualitiesCharismatic QualitiesDevelop visionary skillsDevelop visionary skills

Practice being candidPractice being candid

Develop warm, positive,humanistic attitude

Develop warm, positive,humanistic attitude

Develop an enthusiastic, optimistic, energetic personality

Develop an enthusiastic, optimistic, energetic personality

Personalized Personalized Charismatic Charismatic

LeadersLeaders•Pursue leader-Pursue leader-

driven goals driven goals and promote and promote feelings of feelings of obedience, obedience, dependency, dependency, and and submission in submission in followers.followers.

EXAMPLES OF EXAMPLES OF PERSONALIZED PERSONALIZED

CHARISMATIC LEADERSCHARISMATIC LEADERS•Adolph HitlerAdolph Hitler• Josef StalinJosef Stalin•Benito MussoliniBenito Mussolini•Charles MansonCharles Manson•David KoreshDavid Koresh•Rev. James JonesRev. James Jones

Socialized Socialized Charismatic Charismatic

LeadersLeadersPursue Pursue organization-organization-driven goals and driven goals and promote feelings promote feelings of of empowerment, empowerment, personal growth, personal growth, and equal and equal participation in participation in followers.followers.

EXAMPLES OF EXAMPLES OF SOCIALIZED SOCIALIZED

CHARISMATIC LEADERSCHARISMATIC LEADERS• Martin Luther King, Jr.Martin Luther King, Jr.• King David of the BibleKing David of the Bible• Jesus of NazarethJesus of Nazareth• MohammadMohammad• Fredrick DouglasFredrick Douglas• Franklin Delano RooseveltFranklin Delano Roosevelt• Theodore RooseveltTheodore Roosevelt• Winston ChurchillWinston Churchill• John Fitzgerald KennedyJohn Fitzgerald Kennedy• Ronald ReaganRonald Reagan Others?Others?

SOME THAT WERE SOME THAT WERE MIXEDMIXED

• Julius CaesarJulius Caesar•George Armstrong CusterGeorge Armstrong Custer•Charles DeGaulleCharles DeGaulle•George McClellandGeorge McClelland

Can you think of anyone Can you think of anyone elseelse??

PRESIDENT WILLIAM PRESIDENT WILLIAM JEFFERSON CLINTONJEFFERSON CLINTON•Was he charismatic?Was he charismatic?

PRESIDENT WILLIAM PRESIDENT WILLIAM JEFFERSON CLINTONJEFFERSON CLINTON•Was he charismatic?Was he charismatic?•What characteristics did What characteristics did

he have?he have?

PRESIDENT WILLIAM PRESIDENT WILLIAM JEFFERSON CLINTONJEFFERSON CLINTON•Was he charismatic?Was he charismatic?•What characteristics did What characteristics did

he have?he have?•Was his charisma Was his charisma

socialized or personal?socialized or personal?

PRESIDENT PRESIDENT GEORGE W. BUSHGEORGE W. BUSH

• Is he a charismatic Is he a charismatic leader?leader?



• If you think he is, why do If you think he is, why do you think so?you think so?



• If think he is, why do you If think he is, why do you think so?think so?

• If you do not think he is, If you do not think he is, why not?why not?

IS CHARISMA IS CHARISMA MORE OR LESS MORE OR LESS IMPORTANT IN IMPORTANT IN POLITICAL POLITICAL LEADERS TODAY?LEADERS TODAY?–WHY OR WHY NOT?WHY OR WHY NOT?

TRANSFORMATIONAL TRANSFORMATIONAL LEADERSHIPLEADERSHIP

• Focuses on what leaders Focuses on what leaders accomplish, not their accomplish, not their personal characteristics or personal characteristics or followers’ reactionsfollowers’ reactions

• Serves to change the status Serves to change the status quo by articulating to quo by articulating to followers the problems in followers the problems in the current system and a the current system and a compelling vision of what a compelling vision of what a new organization could benew organization could be

Transformational Transformational LeadersLeaders

• Create & Articulate a VisionCreate & Articulate a Vision• Set an example for followers Set an example for followers

consistent with leader values consistent with leader values and beliefsand beliefs

• Foster a “Buy-in” of Team GoalsFoster a “Buy-in” of Team Goals• Have High Performance Have High Performance

ExpectationsExpectations• Personalize the Leader-Member Personalize the Leader-Member

ExchangeExchange• Empower followers to think Empower followers to think

outside the boxoutside the box

Transformational Transformational LeadersLeaders

• See themselves as change agentsSee themselves as change agents• Are visionaries with high levels of Are visionaries with high levels of

trust for their organizationtrust for their organization• Are risk takers, but not recklessAre risk takers, but not reckless• Articulate core values that guide Articulate core values that guide

their own behaviortheir own behavior• Have exceptional cognitive skillsHave exceptional cognitive skills• Believe in careful planning before Believe in careful planning before

taking actiontaking action• Believe in people & show sensitivity Believe in people & show sensitivity

for their needsfor their needs• Are flexible and open to learning Are flexible and open to learning

from experiencefrom experience

4 Phases of Transformation4 Phases of TransformationProcessProcess

1. Recognizing need for change

2. Create a new vision

3. Manage transition

4. Institutionalize the change.

STEWARDSHIPSTEWARDSHIP

An employee-focused An employee-focused form of leadership that form of leadership that empowers followers to empowers followers to make decisions and have make decisions and have control over their jobscontrol over their jobs

Values of Values of StewardshipStewardship

Equality Equality AssumptionAssumptionss

Reward Reward AssumptionAssumption

Teamwork Teamwork OrientationOrientation

DecentralizatiDecentralizationon

StewardshipStewardship

KEYS TO KEYS TO STEWARDSHIPSTEWARDSHIP• Strong teamwork orientationStrong teamwork orientation

• Decentralized decision Decentralized decision making and power down to making and power down to where the work gets donewhere the work gets done

• Equality assumption that it is Equality assumption that it is a partnership of equals a partnership of equals rather than a leader-follower rather than a leader-follower command structurecommand structure

• Rewards must be redesigned Rewards must be redesigned to compensate employees for to compensate employees for actual contributions and actual contributions and greater responsibilitygreater responsibility

Guidelines to Guidelines to ServantServant

LeadershipLeadershipService to Service to others over others over self interestself interest

Earning and keeping Earning and keeping others’ trust: no hidden others’ trust: no hidden agendas, give up power, agendas, give up power, rewards, recognition, & rewards, recognition, & controlcontrolSource: Based on R.K. Greenleaf, Servant Source: Based on R.K. Greenleaf, Servant Leadership: A Journey into the Nature of Leadership: A Journey into the Nature of Legitimate Power and Greatness (Mahwah, NJ: Legitimate Power and Greatness (Mahwah, NJ: Paulist Press, 1977),7.Paulist Press, 1977),7.

Effective Effective listeninglistening

Helping others Helping others discover their discover their

inner spirit: inner spirit: empathetic of empathetic of

othersothers

ServantServantLeadershipLeadership

Discussion Question Discussion Question #1#1

Describe the leading Describe the leading characteristic of characteristic of charismatic leaders.charismatic leaders.


Martin Luther King,Jr., Martin Luther King,Jr., Gandhi, John F. Kennedy, Gandhi, John F. Kennedy, Adolph Hitler, Nelson Adolph Hitler, Nelson Mandela, David Koresh (of Mandela, David Koresh (of the Branch Davidians), Herb the Branch Davidians), Herb Kelleher (of Southwest Kelleher (of Southwest Airlines), and Richard Airlines), and Richard Branson (of the Virgin Group) Branson (of the Virgin Group) are/were charismatic leaders. are/were charismatic leaders.

Next slideNext slide

Question #2 Question #2 ContinuedContinued

Can you associate with Can you associate with each name a each name a characteristic (see characteristic (see Figure 10-3) of charisma Figure 10-3) of charisma you thing best describes you thing best describes each individual?each individual?


Why is the theory of Why is the theory of charisma described as a charisma described as a double-edged sword?double-edged sword?


Describe the various Describe the various sources from which sources from which one can draw his/her one can draw his/her personal meaning.personal meaning.


One of the four One of the four behavioral variables of behavioral variables of charisma is vision charisma is vision articulation and role articulation and role modeling behavior of modeling behavior of the leader. Describe the leader. Describe the four recommended the four recommended steps to effective steps to effective vision articulation vision articulation mentioned in the text.mentioned in the text.

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Citing specific Citing specific examples, explain examples, explain how charismatic how charismatic leaders of the leaders of the past used vision past used vision and superb and superb communication communication skills to make skills to make their case.their case.


Describe the Describe the limitations of limitations of charismatic charismatic leadership leadership theory.theory.


Describe five Describe five key behaviors key behaviors characteristic characteristic of of transformationtransformational leaders.al leaders.

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Describe some Describe some key attributes key attributes of of transformationtransformational leaders.al leaders.


What is What is servant servant leadershileadership?p?

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Transformational Leadership