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Transactional, Charismatic and Transformational Leadership. What leaders do.

Transactional and transformational leadership(1)

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Page 1: Transactional and transformational leadership(1)

Transactional, Charismatic and Transformational Leadership.

What leaders do.

Page 2: Transactional and transformational leadership(1)

Charisma

The quality of a leader that makes many people want to follow.

Page 3: Transactional and transformational leadership(1)

Charismatic leadership involves the use of power

Page 4: Transactional and transformational leadership(1)

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

Page 5: Transactional and transformational leadership(1)

Halpert’s dimensions

Charisma combines power with task orientation Referent Power Expert Power Job or task involvement

Page 6: Transactional and transformational leadership(1)

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

Page 7: Transactional and transformational leadership(1)

Leadership from a systemic and sociological perspective

Leaders

Context

Relationships

Followers

Page 8: Transactional and transformational leadership(1)

Leadership from a systemic and sociological perspective Leaders and followers

form a social system of relationships

Interact within a context FollowersFollowersLeadersLeaders

Context

Page 9: Transactional and transformational leadership(1)

Charismatic Leadership

Combines what the leader does (behavior) with what the leader is (characteristics)

Focus on the relationship between the leader and the followers.

Page 10: Transactional and transformational leadership(1)

Charismatic Leadership Characteristics

Charismatic leaders high in DominanceSelf confidenceNeed for influenceBelief in own values

Page 11: Transactional and transformational leadership(1)

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

Page 12: Transactional and transformational leadership(1)

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

Page 13: Transactional and transformational leadership(1)

The Result

Effective follower performance if the behavior is appropriate to the task being accomplished

Page 14: Transactional and transformational leadership(1)

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

Page 15: Transactional and transformational leadership(1)

Leader-Follower Relationships

Transactional Leadership

Page 16: Transactional and transformational leadership(1)

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.

Page 17: Transactional and transformational leadership(1)

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”

Page 18: Transactional and transformational leadership(1)

Transactional Leadership

A demonstration

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Transformational Leadership

Page 20: Transactional and transformational leadership(1)

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

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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

Page 22: Transactional and transformational leadership(1)

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.

Page 23: Transactional and transformational leadership(1)

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.

Page 24: Transactional and transformational leadership(1)

What is your leadership style-Transactional or transformational?