Catherine Owens
catherine3099
week_04.pptWeek 04 - Leading for Change
Charismatic and Transformational leadership
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- Describe personal meaning and how it influences attributions of charismatic qualities.
- Briefly explain Max Weber’s conceptualization of charisma.
- Describe the behavioral qualities that differentiate charismatic from noncharismatic leaders.
- Explain the locus of charismatic leadership.
- Discuss the effects of charismatic leadership on followers.
- Describe the characteristics that distinguish charismatic from noncharismatic leaders.
- Discuss how one can acquire charismatic qualities.
- Explain the difference between socialized and personalized charismatic leaders.
- Distinguish between charismatic and transformational leadership.
- Explain the difference between transformational and transactional leadership.
- Explain the four phases of the transformation process.
Learning Outcomes
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- Often have a more heightened sense of who they are
- Seem to have a clearer picture of their personal meaning or purpose in life sooner
- Seek to actualize their personal meaning through leadership
Charismatic and
Transformational Leaders
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- Is the degree to which people’s lives make emotional sense and to which the demands confronted by them are perceived as being worthy of energy and commitment
- Is the “work–life balance”
The achievement of equilibrium in personal and official life
Personal Meaning
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- Self-belief
- Legacy
- Selflessness
- Cultural heritage and traditions
- Activist mind-set
- Faith and spirituality
- Personal interests
- Values
Factors That Influence
Personal Meaning
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- Is knowing who you are based on your lifespan of experiences, motivation states, and action orientation
- Is closely related to positive self-concept, which includes:
Emotional stability
High self-esteem
High generalized self-efficacy
Internal locus of control
- Charismatic leaders overcome inner conflict in order to reach their full potential
Self-Belief
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- Is that which allows an individual’s accomplishments to “live on” in the ideals, actions, and creations of one’s followers, long after his or her death
- Charismatic leaders are driven to leave their personal mark on society
Legacy
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- Is an unselfish regard for or devotion to the welfare of others
- A leader with an unselfish attitude derives motivation through concern for others rather than for oneself
- Helping others motivates many charismatic leaders
Selflessness
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- May be used as vehicles to transfer charisma to others
- May be done through rites and ceremonies
- May also be in the form of oral and written traditions
Cultural Heritage and Traditions
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- Charismatic leaders use political and social causes as opportunities to influence change and provide a better life for their followers
- Charismatic leaders have a greater sensitivity to political, societal, and organizational situations that are ripe for change
- They magnify a climate of dissatisfaction by encouraging activism that heightens follower’s willingness to change the status quo
Activist Mind-Set
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- Spirituality concerns an individual’s awareness of connections between human and supernatural phenomena, which provide faith explanations of past and present experiences and, for some, predict future experiences
- Charismatic leaders often face hardships while leading missions of change and rely on faith for support
- Charismatic leaders sustain faith by linking behaviors and goals to a “dream” or utopian ideal vision of a better future
Faith and Spirituality
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- Personal pursuits may reflect aspects of one’s personality
- Charismatic leaders seek to establish and affirm their identities through the pursuit of meaningful personal pursuits
Personal Interests
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- Are generalized beliefs or behaviors that are considered by an individual or a group to be important
- Provide basis for meaning
- Charismatic leadership has been described as values-based leadership
- By aligning their values with those of their followers, charismatic leaders may derive personal meaning from their actions
Values
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- Personal meaning is linked to charismatic leadership
- The leader’s personal meaning influences his or her behavior
- The leader’s behavior is reflected in the formulation and articulation of a vision
- The leader’s vision garners attributions of charisma from followers
- Therefore, a primary aspect of charismatic leadership involves the perceptions and evaluations made by followers about a leader’s behavior
Charismatic Leadership Linkages
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- Is “a distinct social relationship between the leader and follower, in which the leader presents a revolutionary idea, a transcendent image or ideal which goes beyond the immediate…or the reasonable; while the follower accepts this course of action not because of its rational likelihood of success…but because of an effective belief in the extraordinary qualities of the leader”
Charisma
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- Weber used the term “charisma” to explain a form of influence based not on traditional or legal–rational authority systems but rather on follower perceptions that a leader is endowed with the gift of divine inspiration or supernatural qualities
- Charisma has been called “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty”
Weber’s Conceptualization
of Charisma
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Weber’s Conceptualization
of Charisma (cont.)
- Weber saw in a charismatic leader someone who:
Single-handedly visualizes a transcendent mission or course of action
Compels potential followers to act because they believe the leader is extraordinarily gifted
Performs acts of heroism
Has an ability to inspire and build confidence
Espouses revolutionary ideals
Possesses oratorical ability
Has a “powerful aura”
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- There are four behavior attributes that distinguish charismatic from noncharismatic leaders:
Dissatisfaction with status quo
Compelling nature of the vision
Use of unconventional strategies for achieving desired change
A realistic assessment of resource needs and other constraints for achieving desired change
Differentiating Between Charismatic and Noncharismatic Leaders
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- Dissatisfaction with the status quo
Charismatic leaders are very much opposed to the status quo and strive to change it
Noncharismatic leaders essentially agree with the status quo and strive to maintain it
Differentiating Between Charismatic and Noncharismatic Leaders (cont.)
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- Vision formulation and articulation
Charismatic leaders have the ability to articulate an ideological and inspirational vision—a transcendent vision that promises a better future than the present
Effective articulation of vision is measured in what is said (content and context) and how it is said (oratorical abilities)
Charismatic leaders articulate the context of their message by highlighting positive images of the future vision and negative images of the present
Effective communication skills are an imperative in the successful articulation of a compelling vision
Through verbal and nonverbal means, charismatic leaders communicate their self-confidence, convictions, and dedication in order to give credibility to what they advocate
Differentiating Between Charismatic and Noncharismatic Leaders (cont.)
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- Use of unconventional strategies
Noncharismatic leaders use available or conventional means to achieve existing goals
Charismatic leaders use unconventional means to transcend the existing order
Admirers of charismatic leaders believe that such individuals possess heroic qualities that enable them to persist in spite of the odds against them
Follower perceptions of these heroic qualities evoke sentiments of adoration, especially when the leader’s activities exemplify acts of heroism involving personal risk and self-sacrificing behavior
Differentiating Between Charismatic and Noncharismatic Leaders (cont.)
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- Awareness of resource needs and constraints
Charismatic leaders understand the need to perform a realistic assessment of environmental resources and constraints affecting their ability to effect major change within their organization
They are sensitive to both the capabilities and emotional needs of followers
They are aware of the need to align organizational strategies with existing capabilities to ensure a successful transformation
Differentiating Between Charismatic and Noncharismatic Leaders (cont.)
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- The question at the center of the debate of Weber’s conceptualization of charisma is whether charisma is primarily the result of:
The situation or social climate facing the leader
The leader’s extraordinary qualities
An interaction of the situation and the leader’s qualities
There is increasing acceptance of this view
Locus of Charismatic Leadership
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- Followers trust in “rightness” of the leader’s vision
- Similarity of follower’s beliefs and values to those of the leader
- Heightened sense of self-confidence to contribute to accomplishment of the mission
- Acceptance of higher or challenging goals
Effects of Charismatic Leadership
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- Identification with and emulation of leader
- Unconditional acceptance of leader
- Strong affection for the leader
- Emotional involvement of the follower in the mission
- Unquestioning loyalty and obedience to the leader
Effects of Charismatic
Leadership (cont.)
Source: Based on R. J. House and M. L. Baetx (1979), “Leadership: Some Empirical Generalizations and New Research Directions.” In B. M. Staw (ed.), Research in Organizational Behavior, vol. 1 (Greenwich, CT: JAI Press, 1979), 399–401.
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Qualities of Charismatic Leaders
Vision
Superb
communication
skills
Self-confidence
and moral
conviction
Ability to
inspire trust
Self-promoting
personality
High risk
orientation
Ability to
empower others
High energy
and action
orientation
Qualities of
Charismatic
Leaders
Minimum
internal
conflict
Relational
power base
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Qualities of Charismatic
Leaders (cont.)
- Vision
Is the ability to imagine different and better conditions and ways to achieve them
Uplifts and attracts others
Must result from a collaborative effort
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Qualities of Charismatic
Leaders (cont.)
- Superb communication skills
Charismatic leaders can communicate complex ideas and goals in clear, compelling ways, so that everyone from top management to the bottom level of the organization can understand and identify with their message
Charismatic leaders have superior rhetorical skills and employ rhetorical techniques such as metaphors, analogy, and stories
They are also adept and tailor their language to particular groups, thereby better engaging them mentally and emotionally
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- Self-confidence and moral conviction
Charismatic leaders build trust in their followers through:
Unshakeable self-confidence
An abiding faith
Strong moral conviction
Optimism
Qualities of Charismatic
Leaders (cont.)
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- Ability to trust others
Charismatic leaders build support and trust by showing commitment to followers’ needs over self-interest and by being fair
These qualities inspire followers and often result in greater cooperation between a leader and followers
Qualities of Charismatic
Leaders (cont.)
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Qualities of Charismatic
Leaders (cont.)
- High risk orientation
Charismatic leaders earn followers’ trust by willing to incur great personal risk
People admire the courage of those who take high risk
Charismatic leaders also use unconventional strategies to achieve success
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- High energy and action orientation
Charismatic leaders are energetic and serve as role models for getting things done on time
They engage their emotions in everyday work life
Charismatic leaders tend to be emotionally expressive, especially through nonverbal means
Qualities of Charismatic
Leaders (cont.)
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Qualities of Charismatic
Leaders (cont.)
- Relational power base
Charismatic leadership is intensely relational and based almost entirely upon referent and expert power
Charismatic leadership involves an emotionalized relationship with followers
Followers are often in awe of the leader
There is a powerful identification with and emulation of the leader and an unquestioning acceptance of an affection for the leader
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- Minimum internal conflict
Charismatic leaders are convinced they are right in their vision and strategies
Because of this conviction, they experience less guilt and discomfort in pushing followers to stay the course even when faced with threats
Qualities of Charismatic
Leaders (cont.)
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- Ability to empower others
Charismatic leaders empower followers by building their self-efficacy
Charismatic leaders also empower followers by role modeling and coaching, providing feedback and encouragement, and persuading followers to take on more responsibilities
- Self-promoting personality
Charismatic leaders are not “afraid to toot their own horn”
Qualities of Charismatic
Leaders (cont.)
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How One Acquires
Charismatic Qualities
- Suggested strategies for acquiring or enhancing one’s charismatic qualities include:
Developing your visionary skills through practice and self-discipline
Practicing being candid
Developing a warm, positive, and humanistic attitude toward people rather than a negative, cool, and impersonal attitude
Developing an enthusiastic, optimistic, and energetic personality
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A strong emotional attachment and loyalty to a charismatic leader can have both beneficial and detrimental effects on followers. Explain both types of effects on followers.
Discussion Question #1
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- It is possible to assume that all charismatic leaders are good moral leaders that others should emulate
- Remember that not all charismatic leaders are necessarily good leaders
Charisma: A Double-Edged Sword
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- One method of differentiating between positive and negative charisma is to consider the motives that are driving the charismatic leader’s behavior:
Self-glorification
Influences one’s meaning in life by protecting, maintaining, and aggrandizing one’s self esteem
Is consistent with negative (destructive) charisma
Self-transcendence
Provides meaning through supportive relationships with others
Is consistent with altruistic and empowering orientations of positive (constructive) charisma
Charisma:
A Double-Edged Sword (cont.)
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- Possess a dominant, Machiavellian, and narcissistic personality
- Pursue leader-driven goals and promote feelings of obedience, dependency, and submission in followers
- Use rewards and punishment to manipulate and control followers
Personalized Charismatic Leaders
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- Use information to preserve the image of leader infallibility or to exaggerate external threats to the organization
- Examples of personalized charismatic leaders:
Adolph Hitler
Charles Manson
David Koresh
Rev. James Jones
Personalized Charismatic
Leaders (cont.)
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- Possess an egalitarian, self-transcendent, and empowering personality
- Pursue organization-driven goals and promote feelings of empowerment, personal growth, and equal participation in followers
Socialized Charismatic Leaders
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- Use rewards to reinforce behavior that is consistent with the vision and mission of the organization
- Examples of socialized charismatic leaders:
Martin Luther King, Jr.
Gandhi
Winston Churchill
John F. Kennedy
Socialized Charismatic Leaders (cont.)
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- Transformational leadership
Serves to change the status quo by articulating to followers the problems in the current system and a compelling vision of what a new organization could be
- Transactional leadership
Seeks to maintain stability within an organization through regular economic and social exchanges that achieve specific goals for both the leaders and their followers
Transformational Leadership vs. Transactional Leadership
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- Research studies have consistently revealed that transformational leadership is positively related to individual level, group, and organizational performance
- Individual level
Transformational leaders influence their constituencies to make the shift from focus on self-interests to a focus on collective interests
The Effects of
Transformational Leadership
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- Group level
Transformational leadership was found to influence team performance and team potency
- Organizational level
There is broad support for the proposition that transformational leadership can change both an organization’s climate and culture
The Effects of
Transformational Leadership (cont.)
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- Charismatic leaders by nature are transformational, but not all transformational leaders achieve their transforming results through the charismatic effects of their personalities
- Transformational leaders are similar to charismatic leaders in that they can articulate a compelling vision of the future and influence followers by arousing strong emotions in support of the vision
- Transformational leaders can emerge from different levels of the organization
Charismatic versus
Transformational Leadership
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- An organization may have many transformational leaders; in contrast, charismatic leaders are few in number
- Charismatic leaders are most likely to emerge in the throes of a crisis
- The response by people to a charismatic or transformational leader is often highly polarized, but the emotional levels of resistance toward charismatic leaders are more extreme than those toward transformational leaders
- Both charismatic and transformational leadership always involve conflict and change
Charismatic versus
Transformational Leadership (cont.)
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Explain the importance of effective communication skills for charismatic and transformational leaders.
Discussion Question #2
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- Transformational leadership is composed of four behavior dimensions (the “four I’s”)
Idealized influence (charisma)
Inspirational motivation
Individual consideration
Intellectual stimulation
Transformational Leader
Behaviors and Attributes
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- See themselves as change agents
- Are visionaries who have a high level of trust for their intuition
- Are risk-takers, but not reckless
- Are capable of articulating a set of core values that tend to guide their own behavior
- Possess exceptional cognitive skills and believe in careful deliberation before taking action
- Believe in people and show sensitivity for their needs
- Are flexible and open to learning from experience
Transformational Leader
Behaviors and Attributes (cont.)
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Behavioral Components
Description
Transformational Leader Behaviors
| Creation and articulation of vision | Leader behavior that is directed at finding new opportunities for the organization; formulating, articulating, and inspiring followers with the vision of a better future |
| Role modeling | Setting an example for followers that is consistent with the organizational values and expectations |
| Fostering a “buy in” of team goals | Behavior aimed at encouraging and building teamwork among followers and commitment to shared goals |
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Behavioral Components
Description
Transformational Leader
Behaviors (cont.)
Source: Based on P. M. Podsakoff, S. B. Mackenzie, R. H. Moorman, and R. Fetter, “Transformational Leader Behaviors and Their Effects on Followers’ Trust in Leader, Satisfaction, and Organizational Citizenship Behavior,” Leadership Quarterly 1(2) (1990): 107–142.
| High performance expectations | Behavior that conveys the leader’s expectations for everyday excellence and superior performance on the part of followers |
| Personalized leader–member exchange | Behavior that indicates that the leader trusts, respects, and has confidence in each follower, and is concerned about their personal needs, not just organizational needs |
| Empowerment | Behavior on the part of the leader that challenges followers to think “outside of the box” and re-examine old ways and methods |
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Transformational vs.
Transactional Leadership
- Transformational leadership
Inspires followers to go beyond self-interest and act for the good of the organization
Leaders are described as influential, inspirational, and charismatic
Serves to change the status quo by articulating to followers the problems in the current system and a compelling vision of what a new organization could be
Creates significant change in both followers and organizations
Creates and shares knowledge at the individual and group levels
Emphasize the importance of group values and focus on collective interests
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- Transactional leadership
Caters to the self-interest of followers by rewarding specific behaviors and performance that meets with the leader’s expectations and punishes behavior and performance that does not meet expectations
Leaders are described as task- and reward-oriented, structure, and passive
Involves specific contractual arrangements with followers that provides them with benefits that satisfy their needs and desires in exchange for meeting specified objectives or performing certain duties
Promotes stability
Exploits knowledge at the organizational level
Focuses on defining roles and task requirements and giving rewards that are contingent on task fulfillment
Transformational vs.
Transactional Leadership (cont.)
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Despite these differences, effective leaders exhibit both transactional and transformational leadership skills in appropriate situations
Transformational vs.
Transactional Leadership (cont.)
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The Transformation Process
Stages
Suggested Activities
| Make a compelling case for change | Increase sensitivity to environmental changes and threats Initiate change and challenge the status quo Search for opportunities and take risks |
| Inspire a shared vision | Encourage everyone to think of a new and brighter future Involve others in seeing and moving toward the vision Express new vision in ideological, not just economic, terms |
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The Transformation Process (cont.)
Stages
Suggested Activities
| Lead the transition | Instill in managers a sense of urgency for the change Empower, support, foster collaboration, and strengthen followers Help followers understand need for change Increase followers’ self-confidence and optimism Avoid the temptation of a “quick fix” Recognize and deal openly with emotional component of resisting change |
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The Transformation Process (cont.)
Stages
Suggested Activities
Source: Based on Carolyn Hines and William Hines Jr., “Seminar on the Essence of Transformational Leadership (Leadership Training Institute),” Nation’s Cities Weekly 25(9) (March 4, 2002): 8.
| Implant the change | Enable and strengthen followers with a “greatness attitude” Help followers find self-fulfillment with new vision Help followers look beyond self-interests to collective interests Change reward systems and appraisal procedures Implement team-building interventions and personnel changes Appoint a special task force to monitor progress Encourage top leaders and managers to model the way |
Source: Chapter 9, Lussier/Achua [2013] Leadership: Theory, Application, and Skill Development, 5e [South-Western] (9781111827076)
RMIT University©
School of Management
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School of Management
