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CHAPTER 12Charismatic and Transformational
Leadership
12-1Copyright© 2013 Pearson Education Leadership in Organizations
Learning Objectives
After studying this chapter, you should be able to:
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 how attributions of charisma are jointly determined by the leader, the followers, and the situation.
Copyright© 2013 Pearson Education Leadership in Organizations 12-2
Learning Objectives (Cont.)
Understand what traits, behaviors, and influence processes are involved in charismatic and transformational leadership.
Understand the benefits and costs of charismatic leadership for followers and the organization.
Understand how to apply the theories to become more effective as a leader.
Copyright© 2013 Pearson Education Leadership in Organizations 12-3
LEARNING OBJECTIVE 1
Copyright© 2013 Pearson Education Leadership in Organizations 12-4
Understand how the theories of charismatic and transformational
leadership differ from earlier leadership theories
Charismatic and Transformational Leadership theories differ from earlier
theories
Emotional and symbolic aspects of leadership
Follower perceptions of leader qualities
Copyright© 2013 Pearson Education Leadership in Organizations 12-5
LEARNING OBJECTIVE 2
Copyright© 2013 Pearson Education Leadership in Organizations 12-6
• Understand similarities and differences among the major theories of charismatic and transformational leadership
Charismatic Theories
Charisma Max Weber – Divinely inspired gift Social crisis Radical vision offering a solution
Copyright© 2013 Pearson Education Leadership in Organizations 12-7
Transformational Theories
Transforming Leadership Political leadership Appeals to followers’ moral values, raises
consciousness and mobilizes energies Contrasts with transactional leadership
which appeals to followers’ self-interest and exchange
Copyright© 2013 Pearson Education Leadership in Organizations 12-8
Transformation and Charismatic: Compare and
Contrast One of the most important issues for
leadership scholars is the extent to which transformational leadership and charismatic leadership are similar and compatible.
Some theorists treat the two types of leadership as essentially equivalent, whereas other theorists view them as distinct but overlapping processes.
Copyright© 2013 Pearson Education Leadership in Organizations 12-9
LEARNING OBJECTIVE 3
Copyright© 2013 Pearson Education Leadership in Organizations 12-10
Understand how attributions of charisma are jointly determined by the leader, the followers, and
the situation
Attributions of Charisma
Follower attributions of charisma depends on leader behavior
Novel and appealing vision Emotional appeal to values Unconventional behavior Self-sacrifices Confidence and optimism
Copyright© 2013 Pearson Education Leadership in Organizations 12-11
Attributions of Charisma (Cont.)
Follower attributions of charisma depends on aspects of the situation
Follower anxiety Follow disenchantment
Copyright© 2013 Pearson Education Leadership in Organizations 12-12
LEARNING OBJECTIVE 4
Copyright© 2013 Pearson Education Leadership in Organizations 12-13
Understand what traits, behaviors, and influence processes are involved in charismatic and transformational leadership
Charismatic Theories
Attribution theory
Behaviors? Influence
processes? Facilitating
conditions?
Self –concept theory
Traits & behaviors?
Influence processes?
Facilitating conditions?
Copyright© 2013 Pearson Education Leadership in Organizations 12-14
Transformational Behaviors
ORIGINAL THEORY BEHAVIORS
REVISED THEORIES’ BEHAVIORS
Idealized influence
Intellectual stimulation
Individualized consideration
Inspirational motivation
Idealized influence behavior
Idealized influence attributions
Copyright© 2013 Pearson Education Leadership in Organizations 12-15
Transactional Behaviors
ORIGINAL THEORY BEHAVIORS
REVISED THEORIES’ BEHAVIORS
Contingence reward Passive management
by exception
Active management by exception
Laissez-faire
Copyright© 2013 Pearson Education Leadership in Organizations 12-16
LEARNING OBJECTIVE 5
Copyright© 2013 Pearson Education Leadership in Organizations 12-17
Understand the benefits and costs of charismatic
leadership for followers and the organization
Negative Charismatics
Personalized power orientation Instill devotion to themselves Use ideological appeals to gain power Seek to dominate and subjugate Centralize authority Use punishment and rewards to
manipulate Restrict information Self-glorifying decisions
Copyright© 2013 Pearson Education Leadership in Organizations 12-18
Organizational Effects of Negative Charismatics
Risky decisions can result in serious failures
Make more determined enemies Excessive optimism blinds the leader to
strategic flaws Close identification with vision
undermines objective evaluation
Copyright© 2013 Pearson Education Leadership in Organizations 12-19
Organizational Effects of Negative Charismatics
(Cont.) Judgment may not be questioned Reject evidence of an unrealistic vision Followers can be inhibited from
suggesting improvements Alienate or polarize people
Copyright© 2013 Pearson Education Leadership in Organizations 12-20
Positive Charismatics
Socialized power orientation Instill devotion to ideology Emphasize internalization Self-sacrifice Lead by example Delegate authority Shared information Participative decision-making Rewards used to reinforce
Copyright© 2013 Pearson Education Leadership in Organizations 12-21
Organizational Effects of Positive Charismatics
Follower growth and development Environmental adaptation Achievement-oriented culture High-performing system Clearly understood mission
Copyright© 2013 Pearson Education Leadership in Organizations 12-22
Organizational Effects of Positive Charismatics
(Cont.) Mission embodies social values Empowerment Open communication Shared information Structures and systems support mission
Copyright© 2013 Pearson Education Leadership in Organizations 12-23
LEARNING OBJECTIVE 6
Copyright© 2013 Pearson Education Leadership in Organizations 12-24
Understand how to apply the theories to become more
effective as a leader
Research
Survey studies Laboratory and field experiments Comparative biographical studies Intensive case studies
Copyright© 2013 Pearson Education Leadership in Organizations 12-25
Guidelines for Leaders
Articulate a clear and appealing vision Explain how vision can be attained Act confident and optimistic Express confidence in followers Use symbolic actions to emphasize
values Lead by example
Copyright© 2013 Pearson Education Leadership in Organizations 12-26
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