Charisma and Transformational Leadership

1
Chapter 11

• Charisma and Transformational Leadership

2
Chapter Goals

• The goal of this chapter is to define charismatic
  leadership, review the research findings on
  charismatic leadership, and review two of the
  more-popular transformational leadership theories.

3
Max Weber

• The most important early research on charismatic
  leadership was completed by Max Weber, who
  maintained that societies could be identified in
  terms of one of three types of authority systems
  traditional, legal-rational, and charismatic.

4
Traditional Authority System

• The traditions and unwritten laws of the society
  dictate who has authority and how this authority
  can be used.

5
Legal-Rational Authority System

• Authority derives from societys belief in the
  laws that govern it.

6
Charismatic Authority System

• Authority stems from the societys belief in the
  exemplary characteristics of the leader.

7
Theory of Transformational and Transactional
Leadership

• James McGregor Burnss Theory of Transformational
  and Transactional Leadership
• focused on the differences between power versus
  leadership and charismatic versus non-charismatic
  leadership

8
Theory of Transformational and Transactional
Leadership
Cont.

• believed that leadership could take one of two
  forma transactional leadership or
  transformational leadership
• maintained that power and leadership were two
  distinct entities

9
Common Characteristics of Charismatic and
Transformational Leadership

• Vision
• Rhetorical skills
• Image and trust building
• Personalized leadership

10
Follower Characteristics

• Identification with the Leader and the Vision
• Heightened Emotional Levels
• Willing Subordination to the Leader
• Feelings of Empowerment

11
Situational Characteristics

• Crises
• Task Interdependence
• Innovation
• More Receptive to Change
• Organizational Downsizing

12
Basss Theory of Transformational and
Transactional Leadership

• Transformational leaders possess
  charismatic-leader characteristics (vision,
  rhetorical skills, etc.).
• Transactional leaders do not possess these leader
  characteristics, nor are they able to develop
  strong emotional bonds with followers or inspire
  followers to do more than they thought they
  could. Instead, transactional leaders motivate
  followers by setting goals and promising rewards
  for desired performance.