Charismatic Leadership

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Chapter 8

Contingency Theories of EffectiveLeadership


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LPC Contingency Model

CAUSALVARIABLE

Leader 's LPC Score

END-RESULT VARIABLE

Group Performance

SITUATIONAL MODERATOR VARIABLES

Leader-member relations Leader position power Task structure


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The Path-Goal Theory of

LeadershipCAUSAL VARIABLES

Leader behavior

INTERVENING VARIABLES

Subordinate expectanciesand valences

END-RESULT VARIABLES

Subordinate effortand satisfaction

SITUATIONAL MODERATOR VARIABLES

Characteristics of task and environment

Characteristics of subordinates

FIGURE 8-2: Causal relationships in Path-Goal Theory of Leadership


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Leadership Substitutes Theory_ Subordinate

Characteristics

_ Task Characteristics

_ Organization

Characteristics


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The Multiple Linkage Model_ Task commitment

_ Ability and role clarity

_ Organization of the work

_ Cooperation and mutual trust

_ Resources and support_ External coordination


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Cognitive Resources Theory

SOCIAL STRESS FOR LEADER

LEADER INTELLIGENCE

LEADER EXPERIENCE

DECISIONQUALITY

FIGURE 8-6: Primary Causal Relationships in the Cognitive Resources Theory


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General Evaluation of

Contingency Theories_ Leader Traits

_ Leader Behavior

_ Situational Variables

_ Intervening Variables

_ Validation Results


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Applications: Guidelines for

Managers_ Use more planning for a long, complex task.

_ Consult more with people who have

relevant knowledge.

_ Provide more direction to people with

interdependent roles.

_ Provide more direction and briefings when

there is a crisis.


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Applications: Guidelines for

Managers_ Monitor a critical task or unreliable person

more closely.

_ Provide more coaching to an inexperienced

subordinate.

_ Be more supportive to someone with a very

stressful task.


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Summary_ The LPC contingency model deals with themoderating influence of three situational

variables on the relationship between a

leader trait (LPC) and subordinate

performance.

_ The path-goal theory examines how aspects

of leader behavior influence subordinatesatisfaction and motivation.


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Summary_ Leadership substitutes theory identifies

aspects of the situation that make leadership

behavior redundant or irrelevant.

_ The multiple-linkage model describes how a

leader can influence intervening variables to

improve group effectiveness.


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Summary_ Cognitive resources theory examines the

conditions under which cognitive resources

such as intelligence and experience are

related to group performance.


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Charismatic Leadership

May the force be with you


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Chapter Goals The goal of this chapter is to define

charismatic leadership, review theresearch findings on charismatic

leadership, and review two of the

more-popular transformationalleadership theories.


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Max Weber

The most important early research on

charismatic leadership was completed by

Max Weber, who maintained that societies

could be identified in terms of one of three

types of authority systems: traditional,

legal-rational, and charismatic.


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Traditional Authority System

The traditions and unwritten laws of

the society dictate who has authorityand how this authority can be used.


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Legal-Rational Authority System

Authority derives from societys belief

in the laws that govern it.


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Charismatic Authority System

Authority stems from the societys

belief in the exemplary characteristicsof the leader.


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Theory of Transformational and

Transactional Leadership

James McGregor Burnss Theory of

Transformational and Transactional

Leadership

focused on the differences between power

versus leadership and charismatic versus non-

charismatic leadership


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Theory of Transformational and

Transactional Leadership

believed that leadership could take one of

two forms: transactional leadership ortransformational leadership

maintained that power and leadership were

two distinct entities

Cont.


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Transformational Leadership

Transformational leaders use idealized

influence, individualized consideration,

inspirational motivation, and intellectualstimulation, while transactional leaders

use contingent reward, and active and

passive management by exception.


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Common Characteristics of Charismatic and

Transformational Leadership

Vision

Rhetorical skills Image and trust building

Personalized leadership


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Follower Characteristics Identification with the Leader and the

Vision

Heightened Emotional Levels

Willing Subordination to the Leader

Feelings of Empowerment


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Situational Characteristics Crises

Task Interdependence

Innovation

More Receptive to Change

Organizational Downsizing


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Basss Theory of Transformational and

Transactional Leadership Transformational leaders possess charismatic-leader

characteristics (vision, rhetorical skills, etc.).

Transactional leaders do not possess these leadercharacteristics, nor are they able to develop strong

emotional bonds with followers or inspire followers

to do more than they thought they could. Instead,

transactional leaders motivate followers by settinggoals and promising rewards for desired

performance.


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Perspectives on Charisma The Sociological Approach

1. Extraordinary, almost magical talents

2. Crisis situation

3. Radical vision

4. Followers

5. Validation of leader through repeated

success


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Guidelines for Transformational

Leadership_ Articulate a clear and appealing vision.

_ Explain how the vision can be attained.

_ Act confident and optimistic.

_ Express confidence in followers.

_ Use dramatic, symbolic actions to emphasize key

values._ Lead by example.

_ Empower people to achieve the vision.


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Perspectives on Charisma The Psychoanalytic Approach

Intense attraction

Regression

Transference

Projection

What does this say for the followers and for positive

leaders?


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Perspectives on Charisma The Political Approach

Types of charismatic leaders:

Charismatic giants

Charismatic luminaries

Charismatic failures

Charismatic aspirants


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Perspectives on Charisma Charismatic leaders increase their power:

Cultural myths

Public address

Concentric circles


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Perspectives on Charisma The Behavioral Approach

Leader behaviors

Leader-follower relations

The situation


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Perspectives on Charisma The Attribution Approach

1. Possess a vision that is unique, but

attainable

2. Act in an unconventional, counter-

normative way

3. Personal commitment & risk 4. Confidence & expertise

5. Personal Power


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Perspectives on Charisma The Communication Approach

Relationship builders

Visionaries

Influence agents


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Perspectives on Charisma The Dark Side

Differences in:

Power

Vision

Relationship to followers

Communication

Ethics & Morals


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The Dark Side at Work Failures of vision

Misarticulation of goals

Poor management

Who are the charismatic leaders we canagree on?


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Charismatic Leadership

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