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. Use of power by leaders
Socialized Charisma
Power for social good
Personalized charisma
Power for personal benefit
Office holder Charisma
Combines legitimate power with task needs
Personal charisma
Use referent power to lead
7. Leadership from a systemic and
sociological perspective
Leaders
Followers Context
Relationships
8. Leadership from a systemic and
sociological perspective
Leaders and followers
form a social system of
relationships Leaders
Leaders Followers
Followers
Interact within a context
Context
9. Charismatic Leadership
Combines what the leader does
(behavior) with what the leader is
(characteristics)
Focus on the relationship between
the leader and the followers.
11. 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 modeling of value system
Gandhi models self sacrificing behavior of non violence
Leader motive arousal behavior
Message inspires needs in the followers that are needed to
complete the task. (message of love=needs for
affiliation=required for bringing together
Hindu/Moslems/Christians)
Leader communication of high performance expectations of,
and confidence in, followers
12. 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
13. The Result
Effective follower performance if the behavior
is appropriate to the task being accomplished
14. Charismatic Leadership Model
Robert House
Leader
Characteristics
Dominance
Self Conf idence
Need f or
inf luence
Belief in v alues
High Expectations
Personal Image Role model of
Goal Articulation Motiv e arousal of and conf idence
Building v alue sy stem
in f ollowers
Leader Behav iors
Fav orable
perception of the
leader
Arousal of
Enhanced self
Trust, loy alty , Emulation of the f ollower needs
esteem and
acceptance and leader's v alue and acceptance
perf ormance
obedience sy stem of challenging
expectations
goals
Follower Behav iors
Ef f ectiv e f ollower
perf ormance
16. 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.
17. 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”
20. Transformational leadership
Transforms the
environment and the
people in it
Focuses on building an
appropriate context and
on enhancing the Leader
Leader Follower
Follower
relationships of people
within the system
The environment
21. Transforming the culture
People can be trusted
Everyone has a contribution to make
Complex problems should be handled at the
lowest level
Norms are flexable adapting to changing
environment
Superiors are coaches, mentors, models
22. 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.
23. 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.
24. What is your leadership style-
Transactional or transformational?