Lecture 4 Charisma

8/8/2019 Lecture 4 Charisma

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The Magic of Leadership

Charisma and its RedressCharisma and its Redress


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Orientation

Charismatic Leadership and the uniqueness of the

special leader

Examine maps of the New Leadership Pioneers

Transformational and transactional leadership

Dilemma of the ego driven transformational leader

Empowerment and the alignment between

organizational and individual goals

Shift of focus to upper-level leadership


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The Dilemma of Charisma

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 acharismatic person?

Are there ways you can acquire charismatic qualities?


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Robert House and Path-Goal Theory

Claim that way leader behaves with respect to goals and followersinfluences the leadership impact

Leadership effectiveness is shaped by situational circumstances

In line with contemporary theories at the time, focus on leadersconsideration of followers needs and the task structure

Emphasis is placed on structuring the psychological maps of thefollowers, using motivational approach developed through valencetheory

Situations of ambiguity draw more on directional leadership andrepetitive work contexts require more consideration andencouragement

Transactional nature of early work led House to reformulate theoryto be more aligned with new leadership ideas


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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 themachieve level of performance that results in rewards thatsatisfy 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 forinternal rewards

Bernard Bass & Full Range Leadership Model


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Basss Research on

Transactional & Transformational Leadership

Transformational 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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Charisma & Transformational Leadership

Basss model examined using Multifactor leadership

Questionnaire (MLQ)

Two similar and differentiable leadership styles?

I

dealisation of leader Inspirational content of leaders words or vision

Together a measure of charismatic leadership style

Provides an expanded picture of leadership that includes the

exchange of rewards & leaders attention to growth of followers

Places a strong emphasis on followers needs, values, andmorals - motivated to transcend self-interests for good of team

Best leaders are both transformational and transactional


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Jay 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 leadership


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Conger - Dark Side of Leadership

Conger warns of dangers associated with high-profileleadership practices

Looks at leaders first hailed as exemplary & later asmisguided or morally suspect

Leaders distort vision to meet egocentric ambitions

Leader develops sense of invulnerability & belief inrightness of their vision

Failure of charismatic leader due to:

Commitment to vision shift to single-minded obsessiveness

Authentic communication with vision as extension of leaderspersonality needs communication is les authentic

Style of charismatic leader exclusion and stereo-typing


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James McGregorBurns on Empowerment

Burns is pioneer of transformational leadership

Transforming nature of a leadership act understood throughunexpected 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 Leader

Beyond Charisma

Collins examined features of exceptional companies

From 1400 companies eleven chosen as showing sustainedexcellence. The strongest differentiating factor of these

companies termed level five leadership Level 1 Individuals talent, knowledge, & skills are key contribution

Level 2 Leadership as collaborative team efforts

Level 3 Competent manager, effectively organizes towardspredetermined goals

Level 4 Effective leader, promoting commitment to compelling vision& high performance standards

Level 5 Executive builds great companies, exercising of personalhumility combined with assertiveness (willfullness)


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Summary

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.

Lecture 4 Charisma

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