Almquist leadership theory
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Transcript of Almquist leadership theory
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Charismatic Leadership
Sarah Almquist, RN, BSN, CAPAThe University of Texas at Arlington College of Nursing
In partial fulfillment of the requirements ofN5311 Nursing Management in the Health Care Environment
Sharon Judkins, RN, PhD, NEA-BCJuly, 28, 2013
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Leadership Defined:
Gibson (2012)
McLaurin & Al Amri (2008)
The Handbook of Leadership (1990)
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CharismaFrom the Greek word χάρισμα = gift (Gibson et al., 2012)
Charismatic leadership defined:“The ability to influence followers
based on a supernatural gift and attractive powers. Followers enjoy being with the charismatic leader because they feel inspired, correct and important”
(Gibson et al., 2012, p. 351).
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History1920 – Weber
Initial development
1977 – HouseFive key behavioral traits
1992 – RobbinsFour key personality traits
(McLaurin & Bushanain, 2008)
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Conger’s Model of Charismatic Leadership
(Gibson et al., 2012)
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Charismatic Leadership
Lack of theoretical and research work
Concept is ambiguous and abstract (Gibson et al., 2012)
Sometimes based on trait theory (Takala et al., 2012)Identifies specific physical, mental and
personality traits associated with successful leadership (Gibson et al., 2012)
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StrengthsCharismatic leaders:
Inspire confidence, commitment and enthusiasm
Develop and articulate clear visionsCan be extremely effective and often
receive high levels of obedience (McLaurin & Bushanain, 2008)
Can profoundly impact organizations and even entire societies (Lapierre et al., 2012)
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WeaknessesDifficult to find charismatic leaders
Could become exploitative of followers
May value personal gain over organizational success
Opinions are often unchallengedNarcissismLack of Accountability
(Lapierre et al., 2012)
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ExamplesJohn F. Kennedy
Adolf Hitler
Walt Disney
Jim Jones
Barack Obama
Martin Luther King, Jr.
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Personal Perspective
Successful charismatic leadership requires high ethical standards
Lack of employee involvement
Effect of modern media (Takala et al., 2012)
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Usefulness in Modern Management
Organizational distress or transitionInspirationMotivation
Rhetorical skillsSpoken and writtenMartin Luther King, Jr.
(“Charismatic leadership (Weber)”, 2013)
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Recommendations for Use
Inspiration and motivation
Conger’s four-stage modelWell-suited for organizational transitionPromotes positive change
Assist with vision formation and articulation
Ensure trusted advisors and accountability
(Gibson et al., 2012)
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Questions??
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References Bass, B. M. (1990). Stogdill’s Handbook of Leadership. New York, NY: Free
Press.
Charismatic leadership (Weber). (2013). Retrieved July 28, 2013, from http://www.12manage.com/methods_weber_charismatic_leadership.html
Gibson, J. L., Ivancevich, J. M., Donnelly, Jr, J. H., & Konopaske, R. (2012). Organizations: Behavior, structure, processes (14th ed.). New York, NY: McGraw-Hill.
Lapierre, L. M., Bremner, N. L., & McMullan, A. D. (2012). Strength in Numbers How Employees' Acts of Followership Can Influence Their Manager's Charismatic Leadership Behavior. Zeitschrift Fur Psychologie, 220(4), 251-261.
McLaurin, J., & Al Amri, M. (2008). Developing an understanding of charismatic and transformational leadership. Allied Academies International Conference: Proceedings Of The Academy Of Organizational Culture, Communications & Conflict (AOCCC), 13(2), 15-19.
Takala, T., Tanttu, S., Lämsä, A., & Virtanen, A. (2013). Discourses of Charisma: Barack Obama's First 6 Months as the President of the USA. Journal Of Business Ethics, 115(1), 149-166. doi:10.1007/s10551-012-1389-0