Date post: | 15-Jan-2015 |
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Transactional, Charismatic and Transformational Leadership.
What leaders do.
Charisma
The quality of a leader that makes many people want to follow.
Charismatic leadership involves the use of power
Power
The ability to influence people to do things. Five types of power
Coercive – based on punishment Reward – Based on rewards Legitimate –Based on a role Expert – Based on needed knowledge Referent – based on charisma
Halpert’s dimensions
Charisma combines power with task orientation Referent Power Expert Power Job or task involvement
Use of power by leaders
Socialized Charisma Power for social good
Personalized charisma Power for personal benefit
Office holder Charisma Combines legitimate power with task needs
Personal charisma Use referent power to lead
Leadership from a systemic and sociological perspective
Leaders
Context
Relationships
Followers
Leadership from a systemic and sociological perspective Leaders and followers
form a social system of relationships
Interact within a context FollowersFollowersLeadersLeaders
Context
Charismatic Leadership
Combines what the leader does (behavior) with what the leader is (characteristics)
Focus on the relationship between the leader and the followers.
Charismatic Leadership Characteristics
Charismatic leaders high in DominanceSelf confidenceNeed for influenceBelief in own values
Charismatic Leadership Behaviors
Goal Articulation A transcendent goal inspires a movement - I have a dream
Personal Image Building Behaviors that create impression of competence/success Prove his competence to the followers
Leader role modeling of value system Gandhi models self sacrificing behavior of non violence
Leader motive arousal behavior Message inspires needs in the followers that are needed to
complete the task. (message of love=needs for affiliation=required for bringing together Hindu/Moslems/Christians)
Leader communication of high performance expectations of, and confidence in, followers
Follower Behaviors
Characteristics and behaviors of the charismatic leader encourage behaviors in the followers
Trust, loyalty, unquestioning acceptance, obedience to the leader
Emulation of leader’s value system Acceptance by followers of challenging goals Enhanced self esteem and performance
expectations by the followers
The Result
Effective follower performance if the behavior is appropriate to the task being accomplished
Leader Characteristics
DominanceSelf Confidence
Need for influence
Belief in values
Goal ArticulationPersonal Image
BuildingRole model of value system
Motive arousalHigh Expectations of and confidence
in followers
Favorable perception of the
leader
Trust, loyalty, acceptance and
obedience
Emulation of the leader's value
system
Arousal of follower needs
and acceptance of challenging
goals
Enhanced self esteem and performance expectations
Effective follower performance
Leader Behaviors
Follower Behaviors
Charismatic Leadership Model Robert House
Leader-Follower Relationships
Transactional Leadership
Transactional Leadership
Classical management Focus on the leader and the follower Transaction
Work for pay Work for psychological benefits (status,
recognition or esteem) Requires appropriate role behavior Requires clear goals and appropriate
instructions Transactional leadership focuses on the task.
Transactional Leadership
Puts leaders and followers on opposite sides. Ebb and flow of power and reward depending
on follower performance. High task performance=power and rewards to
the follower. Low task performance=Leader exercises
legitimate and coercive power. Promotes “game-playing”
Transactional Leadership
A demonstration
Transformational Leadership
Transformational leadership
Transforms the environment and the people in it
Focuses on building an appropriate context and on enhancing the relationships of people within the system
FollowerFollowerLeaderLeader
The environment
Transforming the culture
People can be trusted Everyone has a contribution to make Complex problems should be handled at the
lowest level Norms are flexable adapting to changing
environment Superiors are coaches, mentors, models
Transforming the leader’s behavior
Identifying and articulating a vision‑Behavior on the part of the leader aimed at identifying new opportunities for his or her unit/division/company, and developing, articulating, and inspiring others with his or her vision of the future.
Providing an appropriate model‑Behavior on the part of the leader that sets an example for employees to follow that is consistent with the values the leader espouses.
Fostering the acceptance of group goals‑Behavior on the part of the leader aimed at promoting cooperation among employees and getting them to work together toward a common goal.
Transforming the leader’s behavior
High performance expectations‑Behavior that demonstrates the leader's expectations for excellence, quality, and/or high performance on the part of followers.
Providing individualized support‑Behavior on the part of the leader that indicates that he/she respects followers and is concerned about their personal feelings and needs.
Intellectual stimulation‑Behavior on the part of the leader that challenges followers to re‑examine some of their assumptions about their work and rethink how it can be performed.
What is your leadership style-Transactional or transformational?