The document discusses various concepts related to charismatic leadership including: charisma occurring during social crises when a visionary leader emerges; attribution theory stating people perceive visionary leaders as charismatic; charismatic leaders conveying trust, credibility, and power through impression management; types of charismatic leaders such as socialized and personalized; and transformational leadership focusing on positive change and motivating followers through individual consideration and intellectual stimulation.

1. Charisma
• Charisma is Greek word means “divinely
inspired gift”
• In general use it means charming and colorful
personality.
 According to Weber, charisma occurs when
there is a social crisis, a leader with
exceptional personal qualities emerges with a
radical vision that provides a solution to the
crisis and attracts followers who believe in
the vision and perceive the leader to be
extraordinary.

2. Attribution Theory
• According to Attribution Theory if people
perceives a leader to have certin
characteristics such as being visionary, the
leader will be more likely to be perceived as
charismatic.
• Attribution of charisma are important because
they lead to other behavorial outcomes such
as commitment to leaders, self sacrifaice and
high performance

3. Charisma: relationship between leader
and group members
• Like all leaderships, in charismatic leadership
involves interaction between leader and group
members
• Charismatic leaders more than non charismatic
leaders value and pursue an interrelated set of
images to convey the impression that they are
trust worthy, credible, morally worthy, innovative,
esteemeb and powerful. The leader’s overall
impression as a charismatic person depends upon
constructing and maintaining this image in the
minds of the followers

4. • Charismatic leaders more than noncharismatic leaders
use the assertive impression management strategies of
exemplification and promotion to secure and maintain
desired images of their selves, their vision, and their
organization.
• So impression management seems to imply that these
leaders are skillful actors in presenting charismatic face
to the world.
• But behavior and attitude of truly charismatic leaders
will go beyond superfacial aspects of impression
managment

5. Types of charismatic leaders
• Charismatic leaders can be catagorized into
five types
1. socialized charismatic's
2. Personalized charismatic's
3. office holders charismatic's
4. Divine charismatic's

6. Socialized charismatic leaders
• A socialized charismatic leader is the one who
restrains the use of power to benefit others
• They try to bring group member value in line
with his or her own values
• They formulate and pursues goals that fulfill
the needs of group members and provide
intellectual stimulation to them
• Their followers are autonomous, empowered
and responsible

7. Personalized charismatic leaders
• Such individuals primarily serve their own
interests and exercise few restraints on their
use of power
• They impose self serving goals on their
constituents and offer consideration and
support to group members only when it
facilitates their own goals
• Their followers are typically obedient,
submissive and dependent.

8. Office holder charismatic
• For this type, the leadership is more a
property of the office occupied than of his or
her own personal characterics.
• They attain high status by holding a valuable
position in organization.

9. Divine charismatic leadership
• In 1924 Max Weber defined charismatic
leadership as mystical, narcissistic and
personally magnetic savior who would arise to
lead people through crisis

10. Characteristics of charismatic leaders
• Visionary:– Is the ability to imagine different and better
conditions and ways to achieve them
• Masterful communication
skills:Charismatic leaders can communicate complex ideas and goals
in clear, compelling ways, so that everyone from top management
to the bottom level of the organization can understand
and identify with their message
• Make group people feel capable
• Energy and action oriented
• Romanticize risk
• Unconventional strategies
• Dramatic and unique

11. The Development of Charisma
• By developing some of the traits, characteristics, &
behaviors of charismatic people, a person can increase
his or her charisma. Some of the behaviors that can be
developed through practice & self-discipline:
• 1) Create visions for others; 2) Be enthusiastic,
optimistic and energetic (rest, exercise, diet, cross off
to-do list); 3) Be sensibly persistent (almost-never-
accept-no attitude); 4) Be candid (speak directly); 5)
Display an in-your-face attitude; 6) Be dramatic and
unique (energetic, self-promoting, risk taking).

12. Transformational Leadership
• James Burns introduced the concept of
transforming and transactional leadership
(1978)•
• A process in which leaders and followers
help each other advance to a higher level
of motivation and morale.
• Transformational leadership creates
significant change in the lives of people
and organizations.

13. Transformational Leadership
• It is a leadership style that creates valuable and positive change in
followers. A transformative leader focuses on transforming others to help each
other, to look out for each other, to be encouraging and harmonious and to look
out for the organization as a whole. In this leadership, the leader enhances the
motivation, morale and performance of the follower,
• Transformative leadership’s goal is to “transform” people and organizations
in a literal sense – to change them in mind and heart; enlarge vision, insight,
and understanding; clarify purposes; make behavior congruent with beliefs,
principles, or values; and bring about changes that are permanent, self-
perpetuating, and momentum building.”

14. 4 I's of Transformational Leadership
• Idealized Influence: Leader serves as an ideal role
model for followers and is admired for this
• Inspirational Motivation: Transformational
leaders have the ability to inspire and motivate
followers
• Individualized Consideration: Transformational
leaders demonstrate genuine concern for the
needs and feelings of followers which brings out
the best efforts from each individual
• Intellectual Stimulation: Transformational leaders
challenges followers to be innovative and creative

15. Guidelines for Transformational
Leaders
 Articulate a clear and appealing vision.
 Explain how the vision can be attained.
 Act confident and optimistic.
 Express confidence in followers.
 Provide opportunities for early successes.
 Celebrate successes.
 Use dramatic, symbolic actions to emphasize
key values.
 Lead by example.
 Empower people to achieve the vision.

16. Assumptions
 The prime assumption is, that people will
willingly follow a leader who inspires them
 The vision and passion of one man can
transform his followers and together they can
achieve great things
 Energy and enthusiasm are the tonics that get
things done

17. Benefits
• Widely researched intuitive appeal
• Focuses on the follower too
• Emphasis on followers’ needs, values, and morals
• Enthusiastic work atmosphere
• Innovations
• Higher output and efficiency
• Develops future leaders
• People will work for leader even if monetary
compensation is less