LEAD 701 Yukl chapter12

1. Charismatic and Transformational
Leadership
12-1Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations

2. After studying this chapter, you should be
able to:
 Understand how the theories of charismatic
and transformational leadership differ from
earlier leadership theories.
 Understand similarities and differences among
the major theories of charismatic and
transformational leadership.
 Understand how attributions of charisma are
jointly determined by the leader, the followers,
and the situation.
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-2

3.  Understand what traits, behaviors, and
influence processes are involved in charismatic
and transformational leadership.
 Understand the benefits and costs of
charismatic leadership for followers and the
organization.
 Understand how to apply the theories to
become more effective as a leader.
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-3

4. Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-4
Understand how the theories of
charismatic and transformational
leadership differ from earlier
leadership theories

5.  Emotional and symbolic aspects of leadership
 Follower perceptions of leader qualities
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-5

6. Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-6
• Understand similarities and
differences among the major
theories of charismatic and
transformational leadership

7. Charisma
 Max Weber – Divinely inspired gift
 Social crisis
 Radical vision offering a solution
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-7

8. Transforming Leadership
 Political leadership
 Appeals to followers’ moral values, raises
consciousness and mobilizes energies
 Contrasts with transactional leadership which
appeals to followers’ self-interest and exchange
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-8

9.  One of the most important issues for leadership
scholars is the extent to which transformational
leadership and charismatic leadership are
similar and compatible.
 Some theorists treat the two types of leadership
as essentially equivalent, whereas other
theorists view them as distinct but overlapping
processes.
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-9

10. Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-10
Understand how attributions of
charisma are jointly determined by
the leader, the followers, and the
situation

11. Follower attributions of charisma depends on
leader behavior
 Novel and appealing vision
 Emotional appeal to values
 Unconventional behavior
 Self-sacrifices
 Confidence and optimism
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-11

12. Follower attributions of charisma depends on
aspects of the situation
 Follower anxiety
 Follow disenchantment
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-12

13. Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-13
Understand what traits, behaviors,
and influence processes are
involved in charismatic and
transformational leadership

14. Attribution theory
 Behaviors?
 Influence processes?
 Facilitating
conditions?
Self –concept theory
 Traits & behaviors?
 Influence processes?
 Facilitating
conditions?
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-14

15. ORIGINAL THEORY
BEHAVIORS
REVISED THEORIES’
BEHAVIORS
 Idealized influence
 Intellectual
stimulation
 Individualized
consideration
 Inspirational
motivation
 Idealized influence
behavior
 Idealized influence
attributions
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-15

16. ORIGINAL THEORY
BEHAVIORS
REVISED THEORIES’
BEHAVIORS
 Contingence reward
 Passive management by
exception
 Active management by
exception
 Laissez-faire
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-16

17. Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-17
Understand the benefits and costs
of charismatic leadership for
followers and the organization

18.  Personalized power orientation
 Instill devotion to themselves
 Use ideological appeals to gain power
 Seek to dominate and subjugate
 Centralize authority
 Use punishment and rewards to manipulate
 Restrict information
 Self-glorifying decisions
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-18

19.  Risky decisions can result in serious failures
 Make more determined enemies
 Excessive optimism blinds the leader to
strategic flaws
 Close identification with vision undermines
objective evaluation
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-19

20.  Judgment may not be questioned
 Reject evidence of an unrealistic vision
 Followers can be inhibited from suggesting
improvements
 Alienate or polarize people
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-20

21.  Socialized power orientation
 Instill devotion to ideology
 Emphasize internalization
 Self-sacrifice
 Lead by example
 Delegate authority
 Shared information
 Participative decision-making
 Rewards used to reinforce
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-21

22.  Follower growth and development
 Environmental adaptation
 Achievement-oriented culture
 High-performing system
 Clearly understood mission
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-22

23.  Mission embodies social values
 Empowerment
 Open communication
 Shared information
 Structures and systems support mission
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-23

24. Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-24
Understand how to apply the
theories to become more effective
as a leader

25.  Survey studies
 Laboratory and field experiments
 Comparative biographical studies
 Intensive case studies
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-25

26.  Articulate a clear and appealing vision
 Explain how vision can be attained
 Act confident and optimistic
 Express confidence in followers
 Use symbolic actions to emphasize values
 Lead by example
Copyright© 2013 Pearson Education Inc. publishing as Prentice-Hall Leadership in Organizations 12-26