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CHARISMATIC & TRANSFORMATIONAL LEADERSHIP Charisma and Charismatic Leadership Charisma and...

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  • CHARISMATIC & TRANSFORMATIONAL LEADERSHIP Charisma and Charismatic Leadership

    The Effects Of Charisma

    3 Attributes of a Charismatic Person

    How to Develop Charisma

    Transactional and Transformational Leadership, transformational process Topics Discussed in the Previous Lecture

  • Transformational Leader CharacteristicsIdealized Influence Role model / emulation

    Inspirational Motivation Vision / challenging

    Intellectual Stimulation Encourages creativity

    Individualized Consideration Coaching / mentoring

  • A MODEL FOR TRANSFORMATIONAL LEADERSHIPOrganizational Alignment Outside Game (Customers)Inside Game (bus. Process) Backside Game (vendors) Topside Game (mgmt.)(getting the org to act together)Being Your Best(Bringing out ones own greatness, and being an example of the organization one wishes to create)Organizational Influence(Getting key players willing to participate and work together)

    Bringing Out the Best in Others(Getting every one to be their greatest selves in conjunction with serving the organization))

    Organization Vision(Values, Purpose, & Identity)

    Being ConfidentShowing ConfidencePromoting ConfidenceDisplaying Confidence

  • Effective Leadership Behaviors & Attitudes11 September 2008

  • Challenges are becoming more complex.

    Greater reliance on interdependent work.

    Shifting reward systems.

    The rise of a new leadership skill set.

    Viewing leadership as a collective process.Current Leadership Trends

  • Who is a Leader ?A P e r s o n:Who motivates others to perform well

    Who directs & coordinates group activities

    Who influences others to achieve a common goal

    Who builds networks / relationships to enhance cooperation for the good of all.

  • An Effective leader is one ....whose actions facilitate group members attainment of productivity, quality and satisfaction

  • What Makes for An Effective Leader? Passion Desire for best or at least better. Holder of Values Acts aimed at improving society, respect for others, self restraint and commitment to excellence.Vision Ideas about change, how the future could be different involves creativity and intellectual drive.Confidence and Humility Combined Ability to identify and have good people around who have better ideas and a lack of egocentricity. Communicator Ability to speak or write in a way to convince others that they should follow along, join the team, get on board.

  • Work Related Core Values of an effective Leader Respect for individual dignityUncompromising integrity Trust CreditabilityContinuous learning

  • How is Effective Leadership Exercised and Demonstrated ?

    Personal Characteristics: Intelligence (problem solving skills and social judgment skills)Self-confidence (self esteem and assurance)Determination (initiative, drive, proactive, perseverance)Ethical (can be trusted by others, integrity)Social (friendly, outgoing, tactful)Skills and Knowledge: Technical: knowledge about the teams specific tasks or activities (THINGS) Interpersonal: knowledge of how to work with others and to help others work with each other (PEOPLE) Conceptual: knowledge about ideas, concepts, ability to hypothesize (IDEAS)Behaviors: Displaying a Positive Attitude and deciding to be either Relationship or Task Oriented.

  • ContractingFor Leadership StyleDiagnosisFlexibility3 Skills of an Effective Leader

  • BEHAVIOUR & ATTITUDEBehavior The manner in which a thing acts under specified conditions or circumstances, or in relationship to other things is behavior. Behavior is strongly influenced by what we are thinking, what we know, and the surrounding environment at the time. Behavior often has a large impact in learning / performance environments.

    AttitudeWhile a person may have the competency to perform a task, that does not mean he or she will have the desire (attitude) to do so correctly. In other words, competencies give us the ability to perform, while attitudes give us the desire to perform. Attitudes change with various events in a person's life.

  • Watch Clip

  • Key Leadership Dimensions affecting BehaviorsInitiating StructureThe degree to which the leader organizes and defines the relationships in the group by assigning specific tasks, specifying procedures, scheduling work and clarifying expectations of team members.

    ConsiderationThe degree to which the leader creates an environment of emotional support, warmth, friendliness and trust.

  • DIMENSIONS OF CHANGES LEADERSHIP BEHAVIOR O r i g i n a l N e x t F i n a l1. Domination I. Consideration 49.6* I. Consideration2. Initiation II. Initiating structure 33.6* II. Initiating Structure3. Membership III. Production emphasis 9.8*4. Representation IV. Sensitivity 7.0*5. Integration6. Organization7. Communication up8. Communication down9. Recognition10. Production

  • Initiating StructureThe extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment.ConsiderationThe extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for their feelings.

  • Initiating Structure & ConsiderationInitiating Structure: Activities by a leader designed to enhance productivity or task performance. Leaders who focus primarily on these goals are described as demonstrating a task-oriented style.Consideration: Actions by a leader that demonstrate concern with the welfare of subordinates and establish positive relations with them. Leaders who focus primarily on this task are often described as demonstrating a person-oriented style.

  • Four Combinations of Initiating Structure and Consideration

    Low structure High structure and and high consideration high consideration

    Low structure High structure and and low consideration low consideration CONSIDERATIONLowHighINITIATING STRUCTURE HighHigh

  • Key Approaches to LeadershipProduction Centered Leadership Task Oriented (Tight schedules / work standards, prescribed work methods, procedure based interactions closely supervised and monitored)

    Employee Centered Leadership Relationship Oriented ( Comparatively relaxed environment, subordinate participation and contributions welcomed in making decisions. Ambiance of trust and mutual respect.)

    C O M M E N T Current day job environs characterized by hyper competition, stress and corporate decision demand a happy balance be maintained by the leaders in respect of the two approaches i.e. a focus on adaptability

  • AdaptabilityThe ability to size up people and situations, and adapt tactics accordingly, is a vital leadership behavior. It stems from insight and intuition, both of which reflect a talent for direct perception of a situation, unrelated to any specific reasoning process. Adaptability is a leadership behavior that includes attention to both task and interpersonal factors.

  • Employee-Oriented LeaderEmphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among membersProduction-Oriented LeaderOne who emphasizes technical or task aspects of the job.

  • TASK RELATED LEADERSHIP AND BEHAVIORSAdaptability to the situation Overcoming obsolescence rate of information & procedures, variations in maturity and competencies levels of group members demands contingency approach.

    Direction setting Integral component of creating vision & strategy. Contributes to planning and achieving focus for obtaining orderly results. High performance standards Setting standards, identifying bench marks and communicating the belief that a group or its individual member will succeed.4. Risk taking and bias for action - A bias for action and willingness to accept change even when accompanied by risk with the overall objective of improving standards, procedures and results.

  • 5. Ability to Interpret conditions Keeping Eyes, Ears open and an open / receptive mind to continuously sense both internal and external conditions whilst also effectively using modern day IT facilities of email, sms, fax cell phones , media etc to gauge customer response.

    6. Frequent feedback Constantly receiving feed back from group members and providing them feed back on their performance it reinforces their faith in the system and encourages them to continue favorable activities.

    7. Stability of performance Endeavoring to create and maintain balance including ensuring to remain steady in the face of adversity and uncertainty of Conditions.

    8. Strong customer Orientation An urge to customize products and services to satisfy needs of customers, clients and constituents.- along with an overwhelming capacity to successfully inspire employees to satisfy customers.


    Alignment of PeopleInvolving every body in the group and giving them the feeling of participation, responsibility and credit achievement. Promotes sense of direction.

    Concert BuildingLead the team as a maestr

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