Charismatic leadership
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Transcript of Charismatic leadership
Charismatic leadershipCharismatic leadership
Presented by:Surbhi AroraSourav GuptaSreenath VijayanSwayan KantSashi GauravRobit Gupta
Evolution of the fieldEvolution of the field
Background forces in business world-
- Types of organizational leaders- Maximum man & Minimum man- Characteristic of leadership. Challenging the status quo Engaging in creative visioning of future Promoting changes in followers
Leader-follower Leader-follower relationshiprelationship
1988 Jane Howell & Robert House identified charismatic behavior applied to leadership
Difference between Leadership & Difference between Leadership & ManagershipManagership
Managership Leadership
Manage resourses in a daily basis
Exhibits supervisory behaviour
Administrate subsystem within organisation
Establish culture Use transactional
influencesSupport status quo
Long term objective for reforming a system
Exibit leading behaviour Innovates for entire
organisationCreate vision and
meaningUse transformational
influencesChallenge the status
quo
Inspirational Approaches to Inspirational Approaches to LeadershipLeadership
Charismatic leaders:
1. Have a vision.
2. Are willing to take personal risks to achieve the vision.
3. Are sensitive to follower needs.
4. Exhibit behaviors that are out of the ordinary.
Charismatic leaders:
1. Have a vision.
2. Are willing to take personal risks to achieve the vision.
3. Are sensitive to follower needs.
4. Exhibit behaviors that are out of the ordinary.
Charismatic Leadership Theory
Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.
Key Characteristics of Charismatic Key Characteristics of Charismatic LeadersLeaders
1. Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others
2. Personal risk. Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the vision
3. Environmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about change
4. Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings
5. Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms
Bernard Bass & Full Range Leadership Bernard Bass & Full Range Leadership ModelModel
Core assumptions of self-interest and personal development
Transactional leadership◦ transactional leaders respond to followers’
immediate self-interests ◦ leader identifies with what followers want & helps
them achieve level of performance that results in rewards that satisfy them
Transformational leadership ◦ leaders influence workforces to go beyond simple
self-interests◦ leader has ability to inspire and motivate followers
to achieve results greater than originally planned and for internal rewards
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Bass’s Research on Bass’s Research on Transactional & Transformational Transactional & Transformational LeadershipLeadershipTransformational leadershipTransformational leadership• Idealized influence - charisma• Inspirational motivation• Intellectual stimulation • Individualized consideration
Transactional leadershipTransactional leadership• Contingent rewards &
Constructive transactions• Management by exception• Laissez-faire leadership
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Full Range of Leadership Full Range of Leadership ModelModel
Jay Conger and EmpowermentJay Conger and Empowerment
• Appreciation of dilemmas associated with empowerment
• Theoretical rationale based on social learning theory
• Individuals feel empowered through experience of
– Evidence that they are actually being successful– Recognition of progress, by words of encouragement– General emotional support– Powerful role models
• Creative jolts to expectations– Jolt followers out of sense of negativity & behavioural
impotence through act of leadership12
Charisma & Transformational LeadershipCharisma & Transformational Leadership
Bass’s model examined using Multifactor leadership Questionnaire (MLQ)
Two similar and differentiable leadership styles? ◦ Idealisation of leader◦ Inspirational content of leader’s words or vision◦ Together a measure of charismatic leadership style
Provides an expanded picture of leadership that includes the exchange of rewards & leader’s attention to growth of followers
Places a strong emphasis on followers’ needs, values, and morals - motivated to transcend self-interests for good of team
Best leaders are both transformational and transactional
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The Dilemma of CharismaThe Dilemma of Charisma
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Think about the following questions• What does being charismatic mean to you?• Have you ever met a person whom you would
describe as charismatic?• What qualities made this person so special?• Would you be happy with her/him as a leader of your
organization? Why?• Do you believe you possess some of the qualities of
a charismatic person?
• Are there ways you can acquire charismatic qualities?
Conger-kanaungo charismatic Conger-kanaungo charismatic leadership questionnaireleadership questionnaire
Four leaders at CarmaxTom Foliard, CEO and President Cliff Woods, Vice President of
MerchandisingMike Otte, Regional Vice President of
Traditional SystemsSean Ramage, Director of Management
Training
Conger-kanungo charismaticConger-kanungo charismaticleadership questionnaireleadership questionnaire
Conger-kanaungo charismatic Conger-kanaungo charismatic leadership questionnaireleadership questionnaire
Rating scale6 = Very Characteristic5 = Characteristic4 = Slightly Characteristic3 = Slightly Uncharacteristic2 = Uncharacteristic1 = Very Uncharacteristic
Conger-kanungo charismatic Conger-kanungo charismatic leadership questionnaireleadership questionnaire
Impression managementImpression managementWit
WillingnessAbility
Impression managementImpression managementTom Folliard, CEO & President of CarMax
“once a crisis stage is reached, the leader exerts greater personal control and becomes less ableto hear the counsel of advisors or staff memberswho might be helpful."
Flaws with charismatic Flaws with charismatic leadersleadersmanipulation through Impression
management and communication skillsmanagement practices that become
liabilitiesManaging Upwards and SidewaysRelationships with SubordinatesAdministrative SkillsSuccession Problems
Conger - Dark Side of LeadershipConger - Dark Side of Leadership
Conger warns of dangers associated with high-profile leadership practices
Looks at leaders first hailed as exemplary & later as misguided or morally suspect
Leader’s distort vision to meet egocentric ambitionsLeader develops sense of invulnerability & belief in
‘rightness’ of their visionFailure of charismatic leader due to:
◦ Commitment to vision – shift to single-minded obsessiveness
◦ Authentic communication – with vision as extension of leader’s personality needs communication is les authentic
◦ Style of charismatic leader – exclusion and stereo-typing
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James McGregor Burns on EmpowermentJames McGregor Burns on Empowerment
Burns is pioneer of transformational leadership Transforming nature of a leadership act understood
through unexpected and individualistic action of individual
Leadership roles exist in web of relationships which offer insights into how values impact on leadership◦ The ethical dimension◦ Social values◦ Socially desired goals
Initiating acts trigger value-laden reactions by individuals acting out three roles
Dilemmas of empowerment◦ who empowers who? ◦ To whose purpose?
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Jim Collins on the Fifth Level LeaderJim Collins on the Fifth Level LeaderBeyond CharismaBeyond Charisma
• Collins examined features of exceptional companies• From 1400 companies eleven chosen as showing
sustained excellence. The strongest differentiating factor of these companies termed ‘level five leadership’
• Level 1 – Individual‘s talent, knowledge, & skills are key contribution• Level 2 – Leadership as collaborative team efforts• Level 3 – Competent manager, effectively organizes towards
predetermined goals• Level 4 – Effective leader, promoting commitment to compelling vision
& high performance standards• Level 5 – Executive builds great companies, exercising of personal
humility combined with assertiveness (willfullness)
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SummarySummary
Fundamental map - charismatic leadership & relationship with new leadership thinking
Transformational leadership contrasted with economic exchange models of transactional leadership
Exposes mechanisms through which leaders manage change
Bass presents each leaders as having elements across a range of leadership styles. Transformational leaders incorporate some transformational behaviours
Transformation maps imply leadership development is possible at all organizational levels
Acceptance of charismatic leader ignores the dilemma of the self-seeking and destructive leader who is ‘taken on trust’.
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