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Charismatic, Transactional, and Transformational Leadership

Charismatic, Transactional, and Transformational Leadership. Charismatic Power. Self-confidence Vision Ability to articulate the vision Strong convictions about the vision Behavior that is out of the ordinary Change agent Environmental sensitivity. Charismatic Leaders.

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Charismatic, Transactional, and Transformational Leadership

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  1. Charismatic, Transactional, and Transformational Leadership

  2. Charismatic Power • Self-confidence • Vision • Ability to articulate the vision • Strong convictions about the vision • Behavior that is out of the ordinary • Change agent • Environmental sensitivity

  3. Charismatic Leaders "Never give in--never, never, never, never, in nothing great or small, large or petty, never give in except to convictions of honour and good sense. Never yield to force; never yield to the apparently overwhelming might of the enemy.'' I know I have but the body of a weak and feeble woman; but I have the heart of a king, and of a king of England, too.

  4. Max Weber • Adapted theological concept of charisma to leadership in general • Extraordinariness bestowed by followers, rather than God • Five requirements: • Extraordinary gifts • A crisis • A radical solution to the crisis • Followers who believe in a link, through leader, to transcendent powers • Validation through repeated success

  5. Conger and Kanungo • Charisma is attributed to leaders by followers • Depends on both leader attributes and the situation • Leader behaviors • Vision of change (within limits) • Self-sacrificing, risk-taking • Confidence • Environmental sensitivity

  6. Other Approaches • The Psychodynamic approach • Followers idolize or worship charismatic leader • Leader takes on followers’ unexpressed guilt, fears, etc. • Social Contagion • Personal identification with leader • Followers adopt symbols to set themselves apart from others • Identification spreads in manner of fashions or fads

  7. Transformational and Transactional Leadership • Transactional leadership….. • Clarify task and role requirements • Provide structure and rewards • Meet subordinates’ social needs • Transformational leadership…. • Broadens and elevates subordinates’ interests • Promotes awareness and acceptance of a shared vision • Moves employees to pursue the best interests of the organization

  8. Becoming a Transformational Leader: The Four I’s • Idealized Influence • Serving as a role model • Inspirational Motivation • Encouraging subordinates to challenge processes and impart meaning to work • Intellectual Stimulation • Fostering subordinates’ sense of creativity and innovation • Individual Consideration • Attending and responding to individual needs

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