Charismatic and Transformational Leadership

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Charismatic and Transformational Leadership
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What is Charisma?
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Are charismatic leader good leaders?
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A Psychological Perspective

• Psychology of followers
• self-concept
• affect and emotions
• motivation
• Developing leadership through understanding
  followers

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History of Charisma

• Charisma gift (in Greek)
• Max Webers definition of charisma
• A quality that sets an individual apart from
  ordinary people
• To be treated as if endowed with exceptional
  powers or qualities
• Charismatic individuals magical abilities,
  revelations of heroism, power of mind and speech

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Lee Iacocca Chrysler

• By setting an example of personal sacrifice
  taking only 1 as salary for one year during the
  crisis Iacocca rallied Chryslers tens of
  thousands of employees to new levels of effort
  and saved the day.

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Video

• What is the difference between the speeches?
• What is more motivating? Why?
• Watch the different movies
• Make notes

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Charismatic and Transformational Leadership

• Collective interest
• Emotions and identification
• Performance beyond expectations
• Intrinsic motivation
• (Develops empowers)

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Transactional Leadership(Bass, 1985)

• Contingent reward
• Management by exception
• (Laissez-faire leadership)

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Transformational Leadership(Bass, 1985)

• Idealized influence (charisma)
• Serving as charismatic role model to followers
  trust and integrity
• Inspirational motivation
• Articulation of clear, appealing, and inspiring
  vision to followers
• Intellectual stimulation
• Stimulating creativity by questioning
  assumptions and challenging status quo
• Individualized consideration
• Attending to the individual needs of followers

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In simple terms

• Idealized influence (II)
• I want to be like you I trust you you are
  straight with me.
• Serving as a role model to employees
  trustworthy.
• Inspirational motivation (IM)
• Vision. Excitement, enthusiasm. We make a
  difference.
• The work matters. There is purpose to our work.
• Intellectual stimulation (IS)
• Try new things, have ideas, creativity.
• Make it safe to have ideas, take risks, make
  mistakes.
• Individualized consideration (IC)
• Attending to individual needs of employees.
• Growth and development.

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(No Transcript)
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Meta-Analyse Summary of empirical studies with
quantitative, statistical means
Judge Piccolo, 2004, Journal of Applied
Psychology
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Overall effect on dependent variables (i.e.,
Follower job-satisfaction, follower satisfaction
with the leader, follower motivation, leader job
performance, group or organizational performance,
leader effectivness)
Judge Piccolo, 2004, Journal of Applied
Psychology
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(No Transcript)
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Task

• Create a vision

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Behavioral Theory of Charisma (Conger Kanungo,
1987)

• Change-oriented (discrepant) vision
• Role model high personal risks, self-sacrifice
• Unconventional actions
• Environmental sensitivity
• Portray status quo negative, future positive
• Self-confidence, motivation to lead

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Behavioral Theory of Charisma (Conger Kanungo,
1987)

• French Raven (1959) Bases of Power
• Reward Power ability to reward
• Coercive Power Capacity to dispense punishments
  to those who do not comply with requests or
  demands
• Legitimate Power based on an authority's
  legitimate right to require and demand compliance
• Referent Power based on identification with the
  power holder
• Expert power based on beliefs in the knowledge
  or ability of the power holder

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Video

• What power sources does Darth Vader use?

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Behavioral Theory of Charisma (Conger Kanungo,
1987)

• French Raven (1959) Bases of Power
• Reward Power ability to reward
• Coercive Power Capacity to dispense punishments
  to those who do not comply with requests or
  demands
• Legitimate Power based on an authority's
  legitimate right to require and demand compliance
• Referent Power based on identification with the
  power holder
• Expert power based on beliefs in the knowledge
  or ability of the power holder

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Behavioral Theory of Charisma (Conger Kanungo,
1987)

• French Raven (1959) Bases of Power
• Reward Power ability to reward
• Coercive Power Capacity to dispense punishments
  to those who do not comply with requests or
  demands
• Legitimate Power based on an authority's
  legitimate right to require and demand compliance
• Referent Power based on identification with the
  power holder
• Expert power based on beliefs in the knowledge
  or ability of the power holder

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Crisis and Charisma

• Uncertainty - need for sense-making
• Openness to unconventional action
• Charismatic leadership
• vision as sense-making
• vision as way out of crisis
• leader confidence as reassurance

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Self-Concept Theory of Charisma(Shamir, House,
Arthur, 1993)

• Communicating a vision
• Emphasizing collective identity
• Reference to follower worth and efficacy
• High expectations
• Role model self-sacrifice

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Self-Concept Theory of Charisma(Shamir, House,
Arthur, 1993)
Organizational conditions
Leader Behavior
Motivational mechanisms
Self-concept
Motivational mechanisms
Further effects
Follower attributes
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Self-Concept Theory of Charisma Self-Concept
Effects

• Self-esteem
• Self-efficacy
• Collective efficacy
• Leader identification
• Social identification

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Charismatic/Transformational Behavior/Characterist
ics

• Communicate a vision (change)
• Emphasize collective identity
• Inspire stimulate
• Role model self-sacrifice
• Self-confidence
• High performance expectations
• Empowerment

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Charismatic Visions

• I have a dream
• Emphasis on present bad and future good
• High performance expectations
• Goal-setting
• Emphasis on shared identity

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Lee Iacocca Chrysler

• By setting an example of personal sacrifice
  taking only 1 as salary for one year during the
  crisis Iacocca rallied Chryslers tens of
  thousands of employees to new levels of effort
  and saved the day.

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Self-Sacrifice Communicates

• Commitment of leader to collective
• leader trustworthiness
• reciprocity
• Value of collective (mission)
• collective identification
• Leader self-confidence
• charisma personal identification
• collective efficacy

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The Dark Side of Charisma

• Effectiveness is not defined in moral terms
• Gandhi, Mandela, King vs. Bin Laden, Hitler,
  Jones

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The Dark Side of Charisma

• Cult Indoctrination

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The Dark Side of Charisma

• Cult Indoctrination
• Attitudes Follow Behavior
• Compliance breeds acceptance
• The foot-in-the-door phenomenon
• Persuasive Elements
• who says what to whom

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Personalized vs socialized charisma
From Kark, R., Shamir, B., Chen, G. (2003). The
two faces of transformational leadership
Empowerment and dependency. Journal of Applied
Psychology, 88, 246-255
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Critique of the Charismatic/ Transformational
Framework

• CTL partly defined in terms of effects on
  followers
• Which behaviors lead to these effects?
• Effectiveness determines label
• Additive or interactive effects?

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Presentations

• Im not your audience