4. Power
■ The ability to influence people to do things.
■ Five types of power
■ Coercive – based on punishment
■ Reward – Based on rewards
■ Legitimate –Based on a role
■ Expert – Based on needed knowledge
■ Referent – based on charisma
5. Halpert’s dimensions
■ Charisma combines power with task
orientation
■ Referent Power
■ Expert Power
■ Job or task involvement
6. Leadership from a systemic and
sociological perspective
Leaders
Context
Relationships
Followers
7. Leadership from a systemic and
sociological perspective
■ Leaders and followers
form a social system of
relationships
■ Interact within a context
FollowerssLeaders
Context
8. Charismatic Leadership
o Combines what the leader does (behavior) with
what the leader is (characteristics)
o Focus on the relationship between the leader and
the followers.
10. Charismatic Leadership Behaviors
Goal Articulation
A transcendent goal inspires a movement - I have a dream
Personal Image Building - Behaviors that create impression of
competence/success Prove his competence to the followers
Leader role modelling of value system - Gandhi models self sacrificing
behaviour of non violence
Leader motive arousal behaviour - Message inspires needs in the followers
that are needed to complete the task.
11. Follower Behaviors
■ Characteristics and behaviors of the charismatic leader
encourage behaviors in the followers
■ Trust, loyalty, unquestioning acceptance, obedience to
the leader
■ Emulation of leader’s value system
■ Acceptance by followers of challenging goals
■ Enhanced self esteem and performance expectations by
the followers
12. The Result
■ Effective follower performance if the behavior is
appropriate to the task being accomplished
13. Leader
Characteristics
Dominance Self
Conf idence Need f
or
inf luence Belief
in v alues
Goal Articulation Personal Image
Building
Role model of v alue
sy stem
Motiv e arousal High Expectations of
and conf idence in f
ollowers
Leader Behav iors
Fav orable
perception of the leader
Trust, loy alty ,
acceptance and
obedience
Emulation of the
leader's v alue sy
stem
Arousal of
f ollower needs
and acceptance of
challenging goals
Enhanced self
esteem and perf
ormance
expectations
Ef f ectiv e f ollower
perf ormance
Follower Behav iors
Charismatic Leadership Model
Robert House
15. Transactional Leadership
■ Classical management
■ Focus on the leader and the follower
■ Transaction
■ Work for pay
■ Work for psychological benefits (status, recognition or
esteem)
■ Requires appropriate role behavior
■ Requires clear goals and appropriate instructions
■ Transactional leadership focuses on the task.
16. Transactional Leadership
■ Puts leaders and followers on opposite sides.
■ Ebb and flow of power and reward depending on follower
performance.
■ High task performance=power and rewards to the
follower.
■ Low task performance=Leader exercises legitimate and
coercive power.
■ Promotes “game-playing”
18. Transformational leadership
■ Transforms the
environment and the
people in it
■ Focuses on building an
appropriate context and
on enhancing the
relationships of people
within the system
olFollowerdLeadeerr
The environment
19. Transforming the culture
■ People can be trusted
■ Everyone has a contribution to make
■ Complex problems should be handled at the lowest level
■ Norms are flexible adapting to changing environment
■ Superiors are coaches, mentors, models
20. Transforming the leader’s behavior
Identifying and articulating a vision- Behavior on the part of the
leader aimed at identifying new opportunities for his or her
unit/division/company, and developing, articulating, and inspiring others
with his or her vision of the future.
Providing an appropriate model- Behavior on the part of the leader
that sets an example for employees to follow that is consistent with the
values the leader espouses.
Fostering the acceptance of group goals- Behavior on the part of
the leader aimed at promoting cooperation among employees and
getting them to work together toward a common goal.
21. Transforming the leader’s behavior
High performance expectations -Behavior that demonstrates the
leader's expectations for excellence, quality, and/or high performance
on the part of followers.
Providing individualized support- Behavior on the part of the
leader that indicates that he/she respects followers and is concerned
about their personal feelings and needs.
Intellectual stimulation- Behavior on the part of the leader that
challenges followers to re-examine some of their assumptions about
their work and rethink how it can be performed.
