1 / 18

Chapter Six

Chapter Six. New Models for Leadership: Neo-charisma, Inspiration, and the Relationship with Followers. Neo-Charismatic Leadership. Allow for consideration of role of inspiration and vision Focus on role of leader in creating and implementing change

lala
Download Presentation

Chapter Six

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter Six New Models for Leadership: Neo-charisma, Inspiration, and the Relationship with Followers

  2. Neo-Charismatic Leadership • Allow for consideration of role of inspiration and vision • Focus on role of leader in creating and implementing change • Considers leaders at top levels of organizations • Provides potential integration with upper echelon leadership

  3. Leader Followers The situation Requirements of Charismatic Leadership Charismatic Leadership

  4. Characteristics of Charismatic Leaders • High self-confidence • Strong convictions about ideas • High energy and enthusiasm • Expressive • Excellent communication • Active image-building

  5. Characteristics of Followers of Charismatic Leaders • High degree of respect, esteem and affection for the leader • Loyalty and devotion to the leader • High performance expectations for selves and for the leader • Unquestioning obedience

  6. The Charismatic Situation: External Factors • Sense of actual or imminent crisis • Perceived need for change • Opportunity to articulate ideological goal • Availability of dramatic symbols • Opportunity to articulate followers’ role

  7. The Charismatic Situation: Internal Factors • Organizational life cycle (early and late) • Complex task • No external/extrinsic reward available • Flexible and organic structure • Non-bureaucratic cultures

  8. Universally Positive Cross- Cultural Attributes of Leadership • Encouraging and positive • Motivational • Dynamic • Has integrity • Trustworthy • Team builder • Decisive • Intelligent • Communicator • Win-win problem solver

  9. Universally Negative Cross- Cultural Attributes of Leadership • Being a loner • Being uncooperative • Ruthless • Non-explicit • Irritable • Dictatorial

  10. Culturally Contingent Leadership Attributes • Risk-taking • Enthusiasm • How vision is communicated • What constitutes good communication • Whether leader is seen as equal

  11. Ethical and Unethical Charisma Ethical Charisma • Uses power to serve others • Matches vision to follower needs • Open to feedback • Develops followers • Encourages thinking Unethical Charisma • Uses power for personal gain • Promotes own vision • Closed to criticism • Top-down communication • Insensitive to followers

  12. Transactional and Transformational Leadership Transactional • Focus on day-to-day activities • Exchange between leader and followers Transformational • Focused on change • Emotional bond between leader and followers

  13. Transactional Leadership • Contingent Reward • Leader provides rewards in exchange for performance • Can be very productive • Management by Exception (MBE) • Leader gets involved only to correct and provide negative feedback • Generally not effective

  14. Intellectual Stimulation Individual Consideration New ideas and empowerment Motivate and encourage Transformational Leadership Factors in Transformational Leadership Charisma and Inspiration Overcome resistance to change

  15. Implications of Transformational leadership • Leaders must project confidence in followers’ ability • A clear vision is essential • Encourage creativity; empower followers, reward experimentation, and tolerate mistakes • Set high performance expectations • Establish personal connection with followers

  16. Elements of Spiritual and Value-Based Leadership • Focusing on how leaders and followers tap into their own personal values to create change • Example: Procter & Gamble under John Pepper • Closely linked to transformational and authentic leadership

  17. Authentic Leaders • Understand their own purpose • Have solid, unwavering personal and professional values • Make value-based decisions • Demonstrate self-discipline • Relational authenticity and ability to disclose and share information about self

  18. Continuum of Authentic Leadership Authentic Leader: Has strong articulated values that guide decisions and behaviors Core Values Identity Preferences Emotions Person without articulated values; Behavior guided by external factors Person with limited or some articulated values; Behavior guided by combination of internal values and external pressures

More Related