Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 6-1 Chapter 6 New Models for...

Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 6-1

Chapter 6

New Models for Leadership: Neo-charisma, Inspiration, and the Relationship with

Followers


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 rewards 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

Explain the concept of positive leadership and its impact


Advantages of Neo-Charismatic Approaches

Allow for consideration of role of inspiration and vision

Focus on role of leader in creating and implementing change

Considers leaders at top levels of organizations

Provide potential integration with upper echelon leadership


Requirements of Charismatic Leadership

Charismatic Leadership

LeaderCharacteristics

Follower Characteristics The Situation


Characteristics of Charismatic Leaders

High self-confidence

Strong convictions about ideas

High energy and enthusiasm

Expressive

Excellent communication

Active image-building


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


The Charismatic Situation: External Factors

Sense of actual or imminent crisis

Perceived need for change

Opportunity to articulate ideological goal

Availability of dramatic symbols

Opportunity to articulate followers’ role


The Charismatic Situation: Organizational Factors

Organizational life cycle (early and late)

Complex task

No external reward available

Flexible and organic structure

Non-bureaucratic cultures


Universally Positive Cross- Cultural Attributes of Leadership

Encouraging and positive

Motivational

Dynamic

Having integrity

Being trustworthy

Team builder

Decisive

Intelligent

Communicator

Win-win problem solver


Universally Negative Cross- Cultural Attributes of Leadership

Being a loner

Being non-cooperative

Ruthless

Non-explicit

Irritable

Dictatorial


Culturally Contingent Leadership Attributes

Risk-taking

Enthusiasm

How vision is communicated

What constitutes good communication

How much leader is seen as equal


Ethical and Unethical Charisma

Ethical Charisma

Used power to serve others

Matches vision to follower needs

Open to feedback

Develops followers

Encourages thinking

Unethical Charisma

Uses power for personal gain

Promotes own vision

Closed to criticism

Top-down communication

Insensitive to followers


Transactional and Transformational Leadership

Transactional

Focus on day-to-day activities

Exchange between leader and followers

Transformational

Focused on change

Emotional bond between leader and followers


Transactional Leadership

Contingent Reward Leader provides rewards in exchange

for performance Can be very productive

Management by Exception (MBE) Leader gets involved only to correct and

provide negative feedback Generally not effective


Transformational Leadership Factors

Charisma andInspiration

Overcomeresistance to

change

Intellectual Stimulation

New ideas andempowerment

IndividualConsideration

Motivate and encourage

TransformationalLeadership


Implications of Transformational Leadership

Leaders must project confidence in followers’ ability

A clear vision is essential

Encourage creativity; empower followers, reward experimentation, and tolerate mistakes

Set high performance expectations

Establish personal connection with followers


Elements of Value-Based and Spiritual Leadership

Focus 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


Authentic Leaders

Understand their own purpose

Practice solid values

Lead with their heart

Connect with followers

Demonstrate self-discipline


Continuum of Authentic Leadership

Core valuesIdentity

PreferencesEmotions

Person withoutarticulated values

Behavior guided byExternal factors

Person with limited or somearticulated values

Behavior guided by a combination of internal values and external pressures

Authentic Leader:Person with strong

articulated values thatguide decisions and

behaviors


Components of Authentic Leadership

Self-awareness of internal states

Unbiased or balanced consideration of issues

Behaviors that are reflections of personal values

Relational authenticity and ability to disclose and share information about self


Positive Leadership

Optimism

Encouraging positive deviance

Focusing on strength

Creating a positive climate

Maintaining positive relationships with followers

Kindness and support

Having positive communications with affirmative language

Dealing with negativity quickly


Implications of Value-Based, Authentic, and Positive Leadership

Focus on values (integrity)

Address followers emotional needs

Focus on areas of strengths, rather than correcting their weaknesses

Authentic leadership may be the root of charismatic and transformational leadership concepts

Positive leadership emphasizes thought processes – how leaders think matters


Leadership Challenge

Recognize the potential for “negative” charismatic leadership

Silence indicates acceptance; however complaining may not work

Self-preservation is primary

Build reputation for competence

Guard your integrity

Ask for transfer


Leading Change: Branson

Break rules and do things others won’t

Focus on making a difference and creating things he is proud of

Leaders must bring out the best in followers

Encourage employee and listen to them

Find the right match between the person and the job to motivate followers

Moved to global issues


Leadership in Action: Jung

First female CEO of Avon

Determination and confidence

Passion for the business

Strong delegation

Builds consensus


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