Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 9-1 Chapter 9 Charismatic and...

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations9-1

Chapter 9Charismatic and Transformational Leadership


Learning Objectives Understand how the theories of charismatic and

transformational leadership differ from earlier leadership theories

Understand similarities and differences among the major theories of charismatic and transformational leadership

Understand why attributions of charisma are jointly determined by the leader, the followers, and the situation

Understand what traits, behaviors, and influence processes are involved in charismatic and transformational leadership


Learning Objectives (Cont.)

Understand why charismatic leadership can result in undesirable consequences for followers and the organization

Understand what research methods have been used to evaluate theories of transformational and charismatic leadership

Understand the major findings in empirical research on the effects of charismatic and transformational leadership

Understand how to apply the theories to become more effective as a leader


Early Theories

Charisma Max Weber – Divinely inspired gift Occurs during a social crisis Leader emerges with a radical vision that offers a

solution Transforming Leadership

Burns’ book on political leadership Transforming leadership appeals to the moral values of

followers to raise their consciousness and mobilize their energies

Transactional leadership motivates followers by appealing to their self-interest and exchanging benefits


Attribution Theory of Charismatic Leadership

Leader Traits and Behaviors Advocate a vision highly discrepant from the status quo Acts in unconventional ways Make self-sacrifices Appear confident about their proposals Inspire them with emotional appeals See opportunities that others fail to recognize

Influence Processes Personal identification Internalization

Facilitating Conditions Follower disenchantment Crisis situation


Self-Concept Theory of Charismatic Leadership

Indicators of Charisma Leader Traits and Behaviors

Articulating an appealing vision Using strong, expressive forms of communication when

articulating the vision Taking personal risks and making self sacrifices to attain

the vision Communicating high expectations Expressing confidence in followers Modeling behaviors consistent with the vision Managing follower impressions of the leader Building identification with the group or organization Empowering followers


Self-Concept Theory of Charismatic Leadership (Cont.)

Influence Processes Personal identification Social identification Internalization Individual self-efficacy and collective efficacy

Facilitating Conditions Leader’s vision is congruent with existing follower

values and identities Task roles defined in ideological terms that appeal to

followers Crisis situation


Other Conceptions of Charisma Psychodynamic Processes Social Contagion and Charisma Close and Distant Charisma Routinization of Charisma


Table: Comparison of Four Charismatic Theories


Consequences of Charismatic Leadership

Positive and Negative Charismatics Determined by examining the consequences for

followers Negative charismatics have a personalized power

orientation Positive charismatics have a socialized power

orientation


Consequences of Charismatic LeadershipThe Dark Side of Charisma

Being in awe of the leader reduces good suggestions by followers

Desire for leader acceptance inhibits criticism by followers

Adoration by followers creates delusions of leader infallibility

Excessive confidence and optimism blind the leader to real dangers

Denial of problems and failures reduces organizational learning


Consequences of Charismatic LeadershipThe Dark Side of Charisma (Cont.)

Risky, grandiose projects are more likely to fail Taking complete credit for successes alienates

some key followers Impulsive, nontraditional behavior creates enemies

as well as believers Dependence on the leader inhibits development of

competent successors Failure to develop successors creates an eventual

leadership crisis


Transformational Leadership

Leader Behaviors Transformational Behaviors

Idealized influence Individualized consideration Inspirational motivation Intellectual stimulation

Transactional Behaviors Contingent reward Active management by exception Passive management by exception


Transformational Leadership (Cont.) Influence Processes

Transactional Leadership Instrumental compliance

Transformational Leadership Internalization Personal identification


Transformational Leadership (Cont.) Facilitating Conditions

Some aspects of transformational leadership are relevant in most, if not all, situations

Dynamic, unstable environment that increases the need for change

Leaders are encouraged to be flexible and innovative Follower traits and values


Primary Types of Research on the Theories

Survey Research Laboratory Experiments Field Experiments Descriptive and Comparative Studies Intensive Case Studies


Transformational vs. Charismatic Leadership

Differences and Similarities between the Theories Evaluation of the Theories

Available evidence supports charismatic and transformational leadership theories

Several of their propositions can be found in earlier theories – “Old wine in a new bottle”

Conceptual weaknesses Ambiguous constructs Insufficient description of explanatory processes Narrow focus on dyadic processes Omission of some relevant behaviors Insufficient specification of situational variables Bias toward heroic conceptions of leadership

Overemphasis on universal leader attributes that are not relevant for all situations


Guidelines for Transformational Leadership

Articulate a clear and appealing vision Explain how the vision can be attained Act confident and optimistic Express confidence in followers Use dramatic, symbolic actions to emphasize key

values Lead by example


All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of

the publisher. Printed in the United States of America.

Copyright © 2010 Pearson Education, Inc.

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