Leadership

1
Leadership

• Chapter Three
• Charismatic and Transformational Leadership

2
Charisma Defined

• Charisma has been defined various ways
• Charisma is a Greek word meaning divinely
  inspired gift
• In leadership, charisma is a special quality of
  leaders whose purposes, powers, and extraordinary
  determination differentiate them from others

3
Charisma A Relationship

• Key to charismatic leadership is the interaction
  between leader and group members
• Charismatic qualities must be attributed to the
  leader by group members
• Charismatic leaders use impression management to
  cultivate their relationships with group members

4
The Effects of Charisma

• Group members
• trust the leaders beliefs
• have beliefs similar to those of the leader
• accept the leader unquestioningly
• have affection for the leader
• willingly obey the leader
• identify with and attempt to emulate the leader

5
The Effects of Charisma

• Group members
• have emotional involvement in the mission
• have heightened goals
• feel that they will be able to accomplish, or to
  contribute to the accomplishment of the mission

6
Halperts Dimensions of Charisma
7
Types of CharismaticLeaders

• Socialized charismatics restrain the use of power
  to benefit others
• Personalized charismatics exercise few restraints
  on power to serve their own interests

8
Types of CharismaticLeaders

• Office-holder charismatics attain their charisma
  from the position they hold
• Personal charismatics gain esteem from others
  faith in them as people
• Divine charismatics are endowed with a gift of
  divine grace

9
Characteristics

• Visionary
• Masterful communication skills
• Ability to inspire trust
• Able to make group members feel capable
• Energy and action orientation

• Emotional expressiveness and warmth
• Romanticize risk
• Unconventional strategies
• Self-promoting personality
• Dramatic and unique

10
Charismatic Leadership Weber 1947

• Divinely Inspired Gift
• A form of influence based not on tradition or
  formal authority but on follower perceptions that
  the leader in endowed with exceptional qualities

11
Vision in CharismaticLeadership

• Vision is the ability to imagine different and
  better conditions and ways to achieve them
• A vision is a lofty, long-term goal
• Charismatic leaders inspire others with their
  vision

12
Charismatic Leadership cont..

• Controversy
• Charisma Results from
• Leader attributes?
• Situational conditions?
• interactive process between leaders followers?

13
Charismatic Leadership cont.

• Most Researchers now view it as an interaction
  between follower perceptions and attributes
  influenced by actual leader traits and behavior,
  by the context of the leadership situation and by
  the individual and collective needs of followers.

14
Charismatic Leadership cont. House (1977)

• Based on how leaders Behave
• Leader traits
• Behavior
• Influence
• Situational Conditions

15
Charismatic Leaders

• Articulate ideological goals
• impression management
• high need for power, high self confidence
• set example model behaviors
• high expectations of follower performance
• behave in ways that arouse motives relevant to
  the groups mission

16
Followers feelings towards Charismatic Leaders

• High Trust
• Obedience
• emotional involvement
• satisfaction
• self-esteem
• motivation
• belief in likeliness of success

17
Kirkpatrick Locke (1996)

• Visionary Interesting, challenging, trust,
  important, higher goals, charisma, inspiration
• Expressive Communication did not affect
  attitudes or performance
• Provide advice to followers (Clarify) role
  clarity, job satisfaction, intelligence
  stimulation, follower performance

18
Attribution Theory of Charisma Conger Kanungo,
1987

• 8 Executives 4 charismatic, 4 non-charismatic
• Determined that charisma is an attributional
  phenomenon.
• Behavior, Skill, Situation
• Charismatic behaviors lead to attributed charisma
  
• Not much Research on this subject

19
Vision and Leadership

• Leadership skills include
• Having a vision of the future.
• Effectively expressing your ideas to various
  audiences using a variety of methods.
• Garnering support and commanding resources to
  support your ideas.
• Developing and shepherding your ideas into
  successful policies, programs, and services.

20
Leadership Skills

• Leadership skills also include
• Knowledge of the big picture and how various
  disciplines, entities, etc., interrelate.
• Strategic thinking, planning, and quality
  improvement skills.
• Personal and professional leadership at the
  team, organization, community and societal levels.

21
Leadership Skills

• Leadership skills also include
• Ability to foster partnerships.
• Effective negotiation, mediation and conflict
  resolution skills.
• Strong interpersonal and communication skills.

22
Having a Vision

• Vision something seen otherwise than by
  ordinary sight (as in a dream) a vivid picture
  created by the imagination unusual wisdom in
  foreseeing what is going to happen something
  seen, especially a lovely sight.
• Visionary DREAMER (impractical)
• Where we wish to be, no matter where we are now

23
Effective Expression of Ideas

• A vision cannot begin to be realized if you
  cannot express your vision to others.
• The audiences may be as diverse as your
  professional colleagues, elected officials,
  corporate and community leaders, your target
  population, or the public at large.
• You must be able to express yourself to each and
  all of these diverse audiences and gain their
  acceptance and support of your ideas.

24
Developing and Shepherding Ideas

• The vision will not be realized if there is not
  a plan behind it.
• You must be able to translate the vision into
  logical, manageable steps that can be understood
  and approached methodically.
• You must be able to maintain the energy to
  nurture this plan along, step by step as tedious
  as it may be.

25
Tip . . .

• Celebrate EVERY accomplishment however small.
• Acknowledge the efforts of others, no matter how
  small.
• Keep the focus on the vision.
• Keep expressing the vision, particularly as it
  will become clearer to others over time.

26
The Magic of Vision

• Vision sees what must be tomorrow, beyond what is
  today
• Customers help you see the vision
• Vision inspires

• Vision is clarity
• Vision is a worthy commitment
• Vision generates supportive actions

27
How Vision Works

• The right vision attracts commitment and
  energizes people.
• The right vision creates meaning in workers
  lives.
• The right vision establishes a standard of
  excellence.
• The right vision bridges the present and the
  future.

28
How You Know You Need a Vision

• Is there evidence of confusion about purpose?
• Do employees complain about insufficient
  challenge?
• Do employees say they are not having fun any
  more?
• Is the organization losing market share or
  reputation for innovation?
• Are there signs of declines of pride in your
  organization?
• Is there excessive risk avoidance?
• Is there an absence of sharing?
• Is there a strong rumor mill?

29
Communication

• Management by Inspiration
• Using metaphors and analogies to appeal to the
  intellect, imagination, and values of group
  members
• Gearing language to different audiences
• Management by Anecdote
• Inspiring and instructing team members by telling
  fascinating stories

30
Developing Charisma

• Create visions for others
• Be enthusiastic, optimistic, and energetic
• Be sensibly persistent
• Remember names of people
• Make an impressive appearance
• Be candid
• Display an in-your-face attitude

31
Transformational Leadership

• The transformational leader helps bring about
  major, positive changes
• Transformational leaders move group members
  beyond their self-interests for the good of the
  group, organization, or society

32
How Transformations Take Place
33
Attributes of Transformational Leaders

• Charismatic
• Create a vision
• Encourage the personal development of their staff

• Provide supportive leadership
• Practice empowerment
• Innovative thinking
• Lead by example

34
Concerns AboutCharismatic Leadership

• According to the concept of leadership polarity,
  leaders are often either revered or vastly
  unpopular
• Charisma may not be necessary for leadership
  effectiveness
• Charismatic leadership has a dark side
• Some charismatic and transformational leaders
  neglect their social responsibility