Transactional,
Transformational, and
Charismatic Leadership
Conger & Kanungo (1987)
Kuhnert & Lewis (1987)
Judge & Piccolo (2004)

Agenda – 7/6/05
 Questions, Comments, and Concerns?
 Organization and Societal Leadership
 Transactional Leadership
 Transformational Leadership
 Charismatic Leadership
 Break
 TRP 8
 Concluding Remarks

Questions,
Comments, or
Concerns?
When Can Leaders Be Effectively
Substituted?

Contact Information
Foster College of Business
Bradley University
arwheeler@bradley.edu

Turn in SAP 8
Please Pass to the Aisle and then
Pass Forward
Thanks

Organizational and Societal
Theories of Leadership
 Seek Broad Explanation of Leader and
Follower Behavior
 Inclusive of Leader and Follower
Characteristics
 Inclusive of Situational and Organizational
Constraints
 Best of the Old and New
 “Great Man” Plus Organizational
Influences

Transactional Leadership
 Originally Included in Transformational
Leadership (Bass, 1985)
 Back to Behavior Modification and Skinner
 Transactional Leader Behaviors:
 Contingent Reward Behavior
 Management by Exception
 Active Management by Exception
 Laissez-Faire
 Combined Positive Empirical Support,
Especially Contingent Reward

Transformational Leadership
 Bass (1985)
 Defined by Leader’s
Effect on Followers:
 Trust, Admiration,
Loyalty, Respect, and
Motivation
 Leader Transforms
Followers:
 Awareness of
Importance of
Outcomes
 Transcend Self-
Interests
 Activate Higher Order
Needs
 Leader Behaviors:
 Idealized Influence
(Charisma)
 Individualized
Consideration
 Inspirational Motivation
 Intellectual Stimulation
 Charisma is Necessary
but not Sufficient
 Bound by Organizational
Culture
 Moderate Empirical
Support

Shaping Culture through
Transformational Leadership
 Leaders Act as “Change
Agents” to Develop
Organizational Culture
 Primary Mechanisms
 Focus Attention
 React to Crisis
 Act as Role Model
 Allocate Resources
 Establish Hire/Fire
Criteria
 Secondary Mechanisms
 Design Systems and
Policies
 Design Organizational
Structure
 Design Facilities
 Stories, Legends, and
Myths
 Formal Statements
 The “Founding Father
Effect”

Charismatic Leadership
 Charisma = Divinely Inspired Gift
 Unclear Interaction between Leader
Attributes, Follower Perceptions, and
Situational Constraints
 Pro-Social or Pro-Self Charismatic
Leaders
 Desire to Serve Self-Interests over the
Establishment of Achievement Oriented
Cultures

Charismatic Leader Influence
 Leader Characteristics
 High nPow and Self
Esteem
 Strong Positive
Impression
Management
 Articulate Ideological
Vision
 Role Models
 Communicate High
Expectations
 Arouse Motivation
 Follower Attributions
 Non Status Quo Vision
 Unconventional
Methods
 Self-Sacrificing
 Confident and
Assured
 Rational Persuasion
and Inspirational
Appeals
 Flash in the Pan
 Charismatic Leaders
are Change Agents at
Pivotal Moments

Break
20 Minute Break

TRP 8

Concluding Remarks
 What Does it Take to Be a Leader?
 Does Leadership Matter?
 Do Organizations Want or Need
Leaders?
 What Kinds of Leaders Are Needed?