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Charismatic and Transformational Leadership

Charismatic and Transformational Leadership. What is Charisma?. Are charismatic leader good leaders?. A Psychological Perspective. Psychology of followers self-concept affect and emotions motivation Developing leadership through understanding followers. “History” of Charisma.

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Charismatic and Transformational Leadership

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  1. Charismatic and Transformational Leadership

  2. What is Charisma?

  3. Are charismatic leader good leaders?

  4. A Psychological Perspective • Psychology of followers • self-concept • affect and emotions • motivation • Developing leadership through understanding followers

  5. “History” of Charisma • Charisma = gift (in Greek) • Max Weber’s 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

  6. Lee Iacocca & Chrysler By setting an example of personal sacrifice – taking only $1 as salary for one year during the crisis – Iacocca rallied Chrysler’s tens of thousands of employees to new levels of effort and saved the day.

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

  8. Charismatic and Transformational Leadership • Collective interest • Emotions and identification • Performance beyond expectations • Intrinsic motivation • (Develops – empowers)

  9. Transactional Leadership(Bass, 1985) • Contingent reward • Management by exception • (Laissez-faire leadership)

  10. 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

  11. 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.

  12. Meta-Analyse: Summary of empirical studies with quantitative, statistical means Correlation: Strength of the relationship Judge & Piccolo, 2004, Journal of Applied Psychology

  13. Overall effect on dependent variables (i.e., Followerjob-satisfaction, followersatisfactionwiththeleader, followermotivation, leaderjobperformance, groupororganizationalperformance, leadereffectivness) Judge & Piccolo, 2004, Journal of Applied Psychology

  14. Task • Create a vision

  15. 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

  16. 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

  17. Video • What power sources does Darth Vader use?

  18. 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

  19. 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

  20. 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

  21. 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

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

  23. Self-Concept Theory of Charisma: Self-Concept Effects • Self-esteem • Self-efficacy • Collective efficacy • Leader identification • Social identification

  24. Charismatic/Transformational Behavior/Characteristics • Communicate a vision (change) • Emphasize collective identity • Inspire – stimulate • Role model – self-sacrifice • Self-confidence • High performance expectations • Empowerment

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

  26. Lee Iacocca & Chrysler By setting an example of personal sacrifice – taking only $1 as salary for one year during the crisis – Iacocca rallied Chrysler’s tens of thousands of employees to new levels of effort and saved the day.

  27. 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

  28. The Dark Side of Charisma • Effectiveness is not defined in moral terms • Gandhi, Mandela, King vs. Bin Laden, Hitler, Jones

  29. The Dark Side of Charisma • Cult Indoctrination

  30. 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”

  31. 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

  32. 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?

  33. Presentations • I’m not your audience…

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