Leadership homework
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nahavandi_lead5_ppt_06_-_r.pptChapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Chapter Six
New Models for Leadership: Neo-charisma, Inspiration, and the Relationship with Followers
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
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Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Learning Objectives
Describe the various leader, follower, cultural, and situational characteristics that contribute to charismatic leadership
Explain the positive and negative impacts of charismatic leadership on organizations
Distinguish between transactional and transformational leadership
Understand the key role of contingent reward and the impact of management by exception
Present the elements of transformational leadership and their impact on followers and organizations
Describe the elements of value-based and spiritual leadership
Identify the components of authentic leadership and the impact of this leadership on followers and organizations
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
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Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Requirements of Charismatic Leadership
Charismatic
Leadership
The situation
Followers
Leader
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
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Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Characteristics of Charismatic Leaders
High self-confidence
Strong convictions about ideas
High energy and enthusiasm
Expressive
Excellent communication
Active image-building
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
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Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Characteristics of Followers of Charismatic Leaders
High degree of respect and esteem for the leader.
Loyalty and devotion to the leader
Affection for the leader
High performance expectations
Unquestioning obedience
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
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The Charismatic Situation: External Factors
Situations of crisis provide more latitude for leader initiative such the person can demonstrate leadership abilities.
Charismatic leaders emerge in situations where a change and a new ideological vision need to be articulated and when followers are ready to be saved. With an emotionally charged situation, leaders enter the field promising a new beginning, radical solutions..
They use dramatic symbols to illustrate their goals and point to clear and specific roles that their followers can play in resolving the crisis.
As a result, followers are convinced that the charismatic leader is the only one who can help, and the leader helps followers becoming aware of how they can contribute individually
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Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Several internal organizational conditions facilitate charismatic leadership:
Organizational life cycle: Charismatic leaders are more likely to emerge and be effective in the early and late stages of an organization’s life cycle, when either no set direction is established or change and revival are needed
Type of task and reward structure: complex, challenging, and ambiguous tasks that require initiative and creativity and where external rewards cannot be clearly tied to performance can be ideal situations for charismatic leaders
Organizational structure and culture: flexible and organic structures and nonbureaucratic organizational cultures are likely to encourage charismatic leadership
The Charismatic Situation: Internal Factors
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
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Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Ethical and Unethical Charisma
Unethical Charisma
Uses power for personal gain
Promotes own vision
Closed to criticism
Top-down communication
Insensitive to followers
Ethical Charisma
Used power to serve others
Matches vision to follower needs
Open to feedback
Develops followers
Encourages thinking
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
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Transactional leadership
- Transactional leadership is based on the concept of exchange between leaders and followers. The leader provides followers with resources and rewards in exchange for innovation, productivity, and effective task accomplishment. Two style of transactional leadership are using contingent reward and Management by exception (MBE)
-Contingent reward: Through the use of contingent reward, leaders provide followers with promised rewards when followers fulfill their agreed-upon goals. When well managed, contingent rewards are highly satisfying and beneficial to the leader, the followers, and the organization
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
- Management by Exception
Management by exception (MBE) is a leadership style whereby the leader interacts little with followers, provides limited or no direction,and only intervenes when things go wrong.
In one type of MBE, labeled “active MBE” leaders monitor follower activities and correct mistakes as they happen. In another type, labeled “ laissez-faire”, leaders are passive and indifferent toward followers and their tasks.
In both cases, little positive reinforcement or encouragement is given; the leader relies almost exclusively on discipline and punishment.
Transformational leadership
- Leadership scholars suggest that today’s organizations need leadership that inspires followers and enable them to enact revolutionary change. Transformational leadership includes three factors:
1-charisma and inspiration: The charismatic leadership relationship creates the intense emotional bond between leaders and followers. The result is loyalty and trust in, as well as emulation of, the leader. Followers are inspired to implement the leader’s vision. The strong loyalty and respect that define a charismatic relationship pave the way for undertaking major change.
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
2-Intellectual stimulation: The second factor in transformational leadership is the leader’s ability to motivate followers to solve problems by challenging them intellectually and encouraging them to come up with creative solution. By encouraging them to look at problems in new ways requiring new solutions and by triggering controversial discussion and debate, the leader pushes followers to perform beyond what they previously considered possible.
3-Individual consideration:The last factor of transformational leadership, the development of a personal relationship with each follower, is closely related to the Leader-Member Exchange (LMX). The leader treats each follower differently but equitably, providing all with individual attention. As a result followers feel special, encouraged, motivated, developed, and perform better.
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Factors in Transformational Leadership
Charisma and
Inspiration
Overcome resistance
to change
Transformational Leadership
Intellectual
Stimulation
New ideas and
empowerment
Individual
Consideration
Motivate and
encourage
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
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Spiritual and Value-Based Leadership
- Spirituality focuses on how leaders and followers tap into their basic values to transform organizations by creating a vision based on deeply held values related to making a difference.
- Value-based and spiritual leaders develop their relationship with followers based on the values they share.
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
- One such value that has a particular importance to organizations is ethics. Others would be spiritual values such as love, hope, humility, and faith. These values are considered key to effective leadership by some practitioners.
- Ethical leaders demonstrate fair, appropriate, and caring personal and social decisions and behaviors and communicate, promote, and reinforce such values and actions with followers and throughout the organization.
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Elements of Spiritual and Value-Based Leadership
Focusing on how leaders and followers tap into their own personal values to create change
Integrity and honesty are two important values
Ethical leaders are fair and consider personal and organizational implications of their decisions and actions
Closely linked to transformational and authentic leadership
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
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Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
Authentic Leaders
Authentic leaders are people who know themselves well and remain true to their values and beliefs. For practitioners of leadership, authentic leaders:
Understand their own purpose: they understand themselves and their motivation and what they are looking for
Practice solid values: they have personal values that guide their decisions and their actions
Lead with their heart: they are open with their followers and interested in them
Connect with followers: by sharing themselves with followers,they establish long-lasting relationships.
Demonstrate self-discipline: they work hard to demonstrate their values and guide their followers
Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall *
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