Chapter9

CharismaticandTransformational p Leadership

Chapter9 LearningOutcomes
Describepersonalmeaningandhowitinfluencesattributionsofcharismaticqualities. BrieflyexplainMaxWebersconceptualizationofcharisma. Describe b the h b behavioral h lqualities l that h differentiate d ff charismatic h f fromnoncharismatic h leaders. l d Explainthelocusofcharismaticleadership. Discusstheeffectsofcharismaticleadershiponfollowers. Describethecharacteristicsthatdistinguishcharismaticfromnoncharismaticleaders. Discusshowonecanacquirecharismaticqualities. Explainthedifferencebetweensocializedandpersonalizedcharismaticleaders. Distinguishbetweencharismaticandtransformationalleadership. Explainthedifferencebetweentransformationalandtransactionalleadership. Explainthefourphasesofthetransformationprocess. Explainthebasisofstewardshipandservantleadership. Definethekeytermslistedattheendofthechapter.

Charismaticand TransformationalLeaders
Oftenhaveamoreheightenedsenseofwho theyare th Seemtohaveaclearerpictureoftheir personalmeaningorpurposeinlifesooner Seektoactualizetheirpersonalmeaning throughleadership

PersonalMeaning
Isthedegreetowhichpeopleslivesmake emotional ti lsenseand dto t which hi hthe th demands d d confrontedbythemareperceivedasbeing worthyofenergyandcommitment Istheworklifebalance
Theachievementofequilibriuminpersonaland officiallife

FactorsThatInfluence PersonalMeaning
Selfbelief L Legacy Selflessness Culturalheritageandtraditions Activistmindset Faithandspirituality Personalinterests Values
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SelfBelief
Isknowingwhoyouarebasedonyourlifespanof experiences,motivationstates,andactionorientation Iscloselyrelatedtopositiveselfconcept,whichincludes:
Emotionalstability Highselfesteem Highgeneralizedselfefficacy Internallocusofcontrol

Charismaticleadersovercomeinnerconflictinordertoreach theirfullpotential

Legacy
Isthatwhichallowsanindividuals accomplishments li h t to t live li on in i the th ideals, id l actions,andcreationsofonesfollowers,long afterhisorherdeath Charismaticleadersaredriventoleavetheir personalmarkonsociety p y

Selflessness
Isanunselfishregardforordevotiontothe welfare lf of fothers th Aleaderwithanunselfishattitudederives motivationthroughconcernforothersrather thanforoneself Helpingothersmotivatesmanycharismatic leaders

CulturalHeritageandTraditions
Maybeusedasvehiclestotransfercharisma t others to th Maybedonethroughritesandceremonies Mayalsobeintheformoforalandwritten traditions

ActivistMindSet
Charismaticleadersusepoliticalandsocialcausesas opportunitiestoinfluencechangeandprovideabetterlife fortheirfollowers Charismaticleadershaveagreatersensitivitytopolitical, societal,andorganizationalsituationsthatareripefor change Theymagnifyaclimateofdissatisfactionbyencouraging activismthatheightensfollower followers swillingnesstochangethe statusquo

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FaithandSpirituality
Spiritualityconcernsanindividualsawarenessof connectionsbetweenhumanandsupernaturalphenomena, whichprovidefaithexplanationsofpastandpresent experiencesand,forsome,predictfutureexperiences Charismaticleadersoftenfacehardshipswhileleading missionsofchangeandrelyonfaithforsupport Charismaticleaderssustainfaithbylinkingbehaviorsand goalstoadream dream orutopianidealvisionofabetterfuture

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PersonalInterests
Personalpursuitsmayreflectaspectsofones personality lit Charismaticleadersseektoestablishand affirmtheiridentitiesthroughthepursuitof meaningfulpersonalpursuits

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Values
Aregeneralizedbeliefsorbehaviorsthatare consideredbyanindividualoragrouptobe important Providebasisformeaning Charismaticleadershiphasbeendescribedas valuesbasedleadership Byaligningtheirvalueswiththoseoftheir followers,charismaticleadersmayderive personalmeaningfromtheiractions
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CharismaticLeadershipLinkages
Personalmeaningislinkedtocharismaticleadership Theleader leaders spersonalmeaninginfluenceshisorherbehavior Theleadersbehaviorisreflectedintheformulationand articulationofavision Theleadersvisiongarnersattributionsofcharismafrom followers Therefore,aprimaryaspectofcharismaticleadership involvestheperceptionsandevaluationsmadebyfollowers aboutaleadersbehavior

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Charisma
Isadistinctsocialrelationshipbetweenthe l d and leader dfollower, f ll in i which hi hth theleader l d presentsarevolutionaryidea,atranscendent imageoridealwhichgoesbeyondthe immediateorthereasonable;whilethe followeracceptsthiscourseofactionnot becauseofitsrationallikelihoodof successbutbecauseofaneffectivebeliefin theextraordinaryqualitiesoftheleader
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WebersConceptualization ofCharisma
Weberusedthetermcharismatoexplaina formofinfluencebasednotontraditionalor legalrationalauthoritysystemsbutratheron followerperceptionsthataleaderisendowed withthegiftofdivineinspirationor supernaturalqualities Charismahasbeencalledafirethatignites followersenergyandcommitment,producing resultsaboveandbeyondthecallofduty
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WebersConceptualization ofCharisma(cont.)
Webersawinacharismaticleadersomeone who:
Singlehandedlyvisualizesatranscendent missionorcourseofaction Compelspotentialfollowerstoactbecausethey believetheleaderisextraordinarilygifted Performsactsofheroism Hasanabilitytoinspireandbuildconfidence Espousesrevolutionaryideals Possessesoratoricalability Hasapowerfulaura 17

DifferentiatingBetweenCharismaticand NoncharismaticLeaders
Therearefourbehaviorattributesthat di ti distinguish i hcharismatic h i ti f fromnoncharismatic h i ti leaders:
Dissatisfactionwithstatusquo Compellingnatureofthevision Useofunconventionalstrategies g forachieving g desiredchange Arealisticassessmentofresourceneedsand otherconstraintsforachievingdesiredchange
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DifferentiatingBetweenCharismaticand NoncharismaticLeaders(cont.)
Dissatisfactionwiththestatusquo
Charismaticleadersareverymuchopposedto thestatusquoandstrivetochangeit Noncharismaticleadersessentiallyagreewith thestatusquoandstrivetomaintainit

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DifferentiatingBetweenCharismaticand NoncharismaticLeaders(cont.)
Visionformulationandarticulation
Charismaticleadershavetheabilitytoarticulateanideologicaland inspirationalvisionatranscendentvisionthatpromisesabetter futurethanthepresent Effectivearticulationofvisionismeasuredinwhatissaid(content andcontext)andhowitissaid(oratoricalabilities)
Charismaticleadersarticulatethecontextoftheirmessageby highlightingpositiveimagesofthefuturevisionandnegativeimagesof thepresent

Effectivecommunicationskillsareanimperativeinthesuccessful articulationofacompellingvision
Throughverbalandnonverbalmeans,charismaticleaderscommunicate theirselfconfidence,convictions,anddedicationinordertogive credibilitytowhattheyadvocate
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DifferentiatingBetweenCharismaticand NoncharismaticLeaders(cont.)
Useofunconventionalstrategies
Noncharismaticleadersuseavailableorconventionalmeansto achieveexistinggoals Charismaticleadersuseunconventionalmeanstotranscendthe existingorder Admirersofcharismaticleadersbelievethatsuchindividualspossess heroicqualitiesthatenablethemtopersistinspiteoftheodds againstthem Followerperceptionsoftheseheroicqualitiesevokesentimentsof adoration,especiallywhentheleadersactivitiesexemplifyactsof heroisminvolvingpersonalriskandselfsacrificingbehavior

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DifferentiatingBetweenCharismaticand NoncharismaticLeaders(cont.)
Awarenessofresourceneedsandconstraints
Charismaticleadersunderstandtheneedto performarealisticassessmentofenvironmental resourcesandconstraintsaffectingtheirability toeffectmajorchangewithintheirorganization Theyaresensitivetoboththecapabilitiesand emotional ti lneeds d of ffollowers f ll Theyareawareoftheneedtoalign organizationalstrategieswithexisting capabilitiestoensureasuccessful transformation 22

LocusofCharismaticLeadership
Thequestionatthecenterofthedebateof W b conceptualization Webers t li ti of fcharisma h i is i whethercharismaisprimarilytheresultof:
Thesituationorsocialclimatefacingtheleader Theleadersextraordinaryqualities Aninteractionofthesituationandtheleaders qualities
Thereisincreasingacceptanceofthisview

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EffectsofCharismaticLeadership
Followerstrustinrightnessoftheleaders vision ii Similarityoffollowersbeliefsandvaluesto thoseoftheleader Heightenedsenseofselfconfidenceto contributetoaccomplishmentofthemission Acceptanceofhigherorchallenginggoals

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EffectsofCharismatic Leadership(cont.)
Identificationwithandemulationofleader Unconditionalacceptanceofleader Strongaffectionfortheleader Emotionalinvolvementofthefollowerinthe mission Unquestioningloyaltyandobediencetothe leader
Source: Based on R. J. House and M. L. Baetx (1979), Leadership: Some Empirical Generalizations and New Research Directions. In B. M. Staw (ed.), Research in Organizational Behavior, vol. 1 (Greenwich, CT: JAI Press, 1979), 399 401. 25

QualitiesofCharismaticLeaders
Vision Superb communication skills s s Self-confidence and moral conviction High risk orientation

Ability to inspire trust High energy and a d action act o orientation Minimum internal conflict

Qualities of Charismatic Leaders

Relational power base

Self-promoting personality

Ability to empower others

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QualitiesofCharismatic Leaders(cont.)
Vision
Istheabilitytoimaginedifferentandbetter conditionsandwaystoachievethem Upliftsandattractsothers Mustresultfromacollaborativeeffort

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QualitiesofCharismatic Leaders(cont.)
Superbcommunicationskills
Ch Charismatic i ti l leaders d cancommunicate i t complex l ideasandgoalsinclear,compellingways,so thateveryonefromtopmanagementtothe bottomleveloftheorganizationcanunderstand andidentifywiththeirmessage Charismaticleadershavesuperiorrhetorical skillsandemployrhetoricaltechniquessuchas metaphors,analogy,andstories Theyarealsoadeptandtailortheirlanguageto particulargroups,therebybetterengagingthem mentallyandemotionally 28

QualitiesofCharismatic Leaders(cont.)
Selfconfidenceandmoralconviction
Charismaticleadersbuildtrustintheirfollowers through:
Unshakeableselfconfidence Anabidingfaith Strongmoralconviction O ti i Optimism

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QualitiesofCharismatic Leaders(cont.)
Abilitytotrustothers
Charismaticleadersbuildsupportandtrustby showingcommitmenttofollowersneedsover selfinterestandbybeingfair Thesequalitiesinspirefollowersandoftenresult ingreatercooperationbetweenaleaderand f ll followers

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QualitiesofCharismatic Leaders(cont.)
Highriskorientation
Charismaticleadersearnfollowerstrustby willingtoincurgreatpersonalrisk Peopleadmirethecourageofthosewhotake highrisk Charismaticleadersalsouseunconventional strategiestoachievesuccess

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QualitiesofCharismatic Leaders(cont.)
Highenergyandactionorientation
Charismaticleadersareenergeticandserveas rolemodelsforgettingthingsdoneontime Theyengagetheiremotionsineverydaywork life Charismaticleaderstendtobeemotionally expressive,especiallythroughnonverbalmeans

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QualitiesofCharismatic Leaders(cont.)
Relationalpowerbase
Ch Charismatic i ti l leadership d hi i isi intensely t l relational l ti l andbasedalmostentirelyuponreferentand expertpower Charismaticleadershipinvolvesan emotionalizedrelationshipwithfollowers Followersareofteninaweoftheleader Thereisapowerfulidentificationwithand emulationoftheleaderandanunquestioning acceptanceofanaffectionfortheleader
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QualitiesofCharismatic Leaders(cont.)
Minimuminternalconflict
Charismaticleadersareconvincedtheyare rightintheirvisionandstrategies Becauseofthisconviction,theyexperienceless guiltanddiscomfortinpushingfollowerstostay thecourseevenwhenfacedwiththreats

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QualitiesofCharismatic Leaders(cont.)
Abilitytoempowerothers
Charismaticleadersempowerfollowersby buildingtheirselfefficacy Charismaticleadersalsoempowerfollowersby rolemodelingandcoaching,providingfeedback andencouragement,andpersuadingfollowers t take to t k onmoreresponsibilities ibiliti

Selfpromotingpersonality
Charismaticleadersarenotafraidtotoottheir ownhorn
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HowOneAcquires CharismaticQualities
Suggestedstrategiesforacquiringor enhancingone ones scharismaticqualities include:
Developingyourvisionaryskillsthroughpractice andselfdiscipline Practicingbeingcandid Developingawarm, warm positive, positive andhumanistic attitudetowardpeopleratherthananegative, cool,andimpersonalattitude Developinganenthusiastic,optimistic,and energeticpersonality
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Charisma:ADoubleEdgedSword
Itispossibletoassumethatallcharismatic l d aregood leaders dmoral lleaders l d that th tothers th shouldemulate Rememberthatnotallcharismaticleaders arenecessarilygoodleaders

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Charisma: ADoubleEdgedSword(cont.)
Onemethodofdifferentiatingbetweenpositive andnegativecharismaistoconsiderthe motivesthataredrivingthecharismaticleaders behavior:
Selfglorification
Influencesonesmeaninginlifebyprotecting, maintaining,andaggrandizingonesselfesteem Isconsistentwithnegative(destructive)charisma

Selftranscendence
Providesmeaningthroughsupportiverelationshipswith others Isconsistentwithaltruisticandempoweringorientations ofpositive(constructive)charisma 38

PersonalizedCharismaticLeaders
Possessadominant,Machiavellian,and narcissistic i i ti personality lit Pursueleaderdrivengoalsandpromote feelingsofobedience,dependency,and submissioninfollowers Userewardsandpunishmenttomanipulate andcontrolfollowers

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PersonalizedCharismatic Leaders(cont.)
Useinformationtopreservetheimageof l d infallibility leader i f llibilit orto t exaggerate t external t l threatstotheorganization Examplesofpersonalizedcharismatic leaders:
AdolphHitler CharlesManson DavidKoresh Rev.JamesJones
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SocializedCharismaticLeaders
Possessanegalitarian,selftranscendent,and empowering i personality lit Pursueorganizationdrivengoalsand promotefeelingsofempowerment,personal growth,andequalparticipationinfollowers

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SocializedCharismaticLeaders(cont.)
Userewardstoreinforcebehaviorthatis consistent i t twith iththe th vision i i and dmission i i of fthe th organization Examplesofsocializedcharismaticleaders:
MartinLutherKing,Jr. Gandhi WinstonChurchill JohnF.Kennedy
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TransformationalLeadershipvs. TransactionalLeadership
Transformationalleadership
S Servest tochange h th thestatus t t quob byarticulating ti l ti tofollowerstheproblemsinthecurrentsystem andacompellingvisionofwhatanew organizationcouldbe

Transactionalleadership
Seekstomaintainstabilitywithinan organizationthroughregulareconomicand socialexchangesthatachievespecificgoalsfor boththeleadersandtheirfollowers
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TheEffectsof TransformationalLeadership
Researchstudieshaveconsistentlyrevealed th ttransformational that t f ti lleadership l d hi i ispositively iti l relatedtoindividuallevel,group,and organizationalperformance Individuallevel
Transformationalleadersinfluencetheir constituenciestomaketheshiftfromfocuson selfintereststoafocusoncollectiveinterests

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TheEffectsof TransformationalLeadership(cont.)
Grouplevel
Transformationalleadershipwasfoundto influenceteamperformanceandteampotency

Organizationallevel
Thereisbroadsupportforthepropositionthat transformationalleadershipcanchangebothan organizationsclimateandculture

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Charismaticversus TransformationalLeadership
Charismaticleadersbynaturearetransformational,butnot alltransformationalleadersachievetheirtransforming resultsthroughthecharismaticeffectsoftheirpersonalities Transformationalleadersaresimilartocharismaticleadersin thattheycanarticulateacompellingvisionofthefutureand influencefollowersbyarousingstrongemotionsinsupport ofthevision Transformationalleaderscanemergefromdifferentlevelsof theorganization

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Charismaticversus TransformationalLeadership(cont.)
Anorganizationmayhavemanytransformationalleaders;in contrast,charismaticleadersarefewinnumber Charismaticleadersaremostlikelytoemergeinthethroes ofacrisis Theresponsebypeopletoacharismaticortransformational leaderisoftenhighlypolarized,buttheemotionallevelsof resistancetowardcharismaticleadersaremoreextreme thanthosetowardtransformationalleaders Bothcharismaticandtransformationalleadershipalways involveconflictandchange

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TransformationalLeader BehaviorsandAttributes
Transformationalleadershipiscomposedof f behavior four b h i dimensions di i (the (th four f I Is) )
Idealizedinfluence(charisma) Inspirationalmotivation Individualconsideration Intellectualstimulation

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TransformationalLeader BehaviorsandAttributes(cont.)
Seethemselvesaschangeagents Arevisionarieswhohaveahighleveloftrustfortheir intuition Arerisktakers,butnotreckless Arecapableofarticulatingasetofcorevaluesthattendto guidetheirownbehavior Possessexceptionalcognitiveskillsandbelieveincareful deliberationbeforetakingaction Believeinpeopleandshowsensitivityfortheirneeds Areflexibleandopentolearningfromexperience
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TransformationalLeaderBehaviors
Behavioral Components Creation and articulation of vision Description Leader behavior that is directed at finding new opportunities for the organization; formulating, articulating, and inspiring followers with the vision of a better future Setting an example for followers that is consistent with the organizational values and expectations Behavior aimed at encouraging and building teamwork among followers and commitment to shared goals

Role modeling

Fostering a buy in of team goals

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TransformationalLeader Behaviors(cont.)
Behavioral Components High performance expectations i Description Behavior that conveys the leaders expectations i f for everyday d excellence ll and superior performance on the part of followers Behavior that indicates that the leader trusts, respects, and has confidence in each follower, and is concerned about their personal needs, not just organizational o ga at o a needs eeds Behavior on the part of the leader that challenges followers to think outside of the box and re-examine old ways and methods
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Personalized leader member exchange

Empowerment

Source: Based on P. M. Podsakoff, S. B. Mackenzie, R. H. Moorman, and R. Fetter, Transformational Leader Behaviors and Their Effects on Followers Trust in Leader, Satisfaction, and Organizational Citizenship Behavior, Leadership Quarterly 1(2) (1990): 107142.

Transformationalvs. TransactionalLeadership
Transformationalleadership
Inspiresfollowerstogobeyondselfinterestandactforthegoodof theorganization Leadersaredescribedasinfluential,inspirational,andcharismatic Servestochangethestatusquobyarticulatingtofollowersthe problemsinthecurrentsystemandacompellingvisionofwhata neworganizationcouldbe Createssignificantchangeinbothfollowersandorganizations Createsandsharesknowledgeattheindividualandgrouplevels Emphasizetheimportanceofgroupvaluesandfocusoncollective interests

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Transformationalvs. TransactionalLeadership(cont.)
Transactionalleadership
Caterstotheselfinterestoffollowersbyrewardingspecific behaviorsandperformancethatmeetswiththeleaders expectationsandpunishesbehaviorandperformancethatdoesnot meetexpectations Leadersaredescribedastask andrewardoriented,structure,and passive Involvesspecificcontractualarrangementswithfollowersthat providesthemwithbenefitsthatsatisfy p ytheirneedsanddesiresin exchangeformeetingspecifiedobjectivesorperformingcertain duties Promotesstability Exploitsknowledgeattheorganizationallevel Focusesondefiningrolesandtaskrequirementsandgivingrewards thatarecontingentontaskfulfillment 53

Transformationalvs. TransactionalLeadership(cont.) Despitethesedifferences,effectiveleaders exhibitbothtransactionaland transformationalleadershipskillsin appropriatesituations

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TheTransformationProcess
Stages
1. Make a compelling case for change

Suggested Activities
Increase sensitivity to environmental changes and threats Initiate change and challenge the status quo Search for opportunities and take risks Encourage everyone to think of a new and brighter future Involve others in seeing and moving toward the vision Express new vision in ideological, not just economic, terms

2. Inspire a shared vision

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TheTransformationProcess(cont.)
Stages
3. Lead the transition

Suggested Activities
Instill in managers a sense of urgency for the change Empower, support, foster collaboration, and strengthen followers Help followers understand need for change Increase followers self-confidence and optimism Avoid the temptation of a quick fix Recognize and deal openly with emotional component of resisting change

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TheTransformationProcess(cont.)
Stages
4. Implant the change

Suggested Activities
Enable and strengthen followers with a greatness attitude Help followers find self-fulfillment with new vision Help followers look beyond self-interests to collective interests Change reward systems and appraisal procedures Implement team-building interventions and p personnel changes g Appoint a special task force to monitor progress Encourage top leaders and managers to model the way

Source: Based on Carolyn Hines and William Hines Jr., Seminar on the Essence of Transformational Leadership (Leadership Training Institute), Nations Cities Weekly 25(9) (March 4, 2002): 8. 57

TheNatureofStewardship andServantLeadership
Stewardship
Isanemployeefocusedformofleadershipthatempowersfollowers tomakedecisionsandhavecontrolovertheirjobs Emphasizespatience,kindness,humility,respectfulness,honesty, andcommitment

Servantleadership
Isleadershipthattranscendsselfinteresttoservetheneedsof others,byhelpingthemgrowprofessionallyandpersonally Emphasizespatience,kindness,humility,respectfulness,honesty, andcommitment Callsforthehighestlevelofselflessnessalevelthatsomedoubt existsintherealworld

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ValuesofStewardship
Equality Assumption p Teamwork Orientation

Stewardship
Reward Assumption

Decentralization

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FrameworkforStewardship
Strongteamworkorientation
St Stewardship d hi works k best b tin i situations it ti where h self lf managedteamsofcoreemployeesandthe leaderworktogethertoformulategoalsand strategies Theleadersroleislessdominantandmore supportiveoftheprocess

Decentralizeddecisionmakingandpower
Stewardshipisrealizedwhenauthorityand decisionmakingaredecentralizedandbrought downtowhereworkgetsdoneandemployees 60 interactwithcustomers

FrameworkforStewardship(cont.)
Equalityassumption
Stewardshipworksbestwhenthereisperceivedequalitybetween leadersandfollowers Honesty,respect,andmutualtrustprevailwhenthereisequality
Thesearevaluesthatenhancethesuccessofstewardship

Rewardassumption
Theorganizationmustredesignthecompensationsystemtomatch rewardstoactualperformance Employeeswithmoreresponsibilityandauthoritywhoare compensatedaccordinglyflourishunderstewardshipbecausethey aremotivatedandcommittedtotheorganizationsmission

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GuidelinesofServantLeadership
Service to others over self-interest Effective listening

Servant Leadership
Earning and keeping others trust Helping others discover their inner spirit
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Source: Based on R. K. Greenleaf, Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness (Mahwah, NJ: Paulist Press, 1977), 7.

FrameworkforServantLeadership
Helpingothersdiscovertheirinnerspirit
Requiresservantleaderstobeempathetictothe circumstancesofothers Servantleadersarenotafraidtoshowtheir vulnerabilities

Earningandkeepingotherstrust
Servantleadersearnfollowerstrustbybeing honestandtruetotheirword Theyworkhardtopreservetheirintegrity Theydonthavehiddenagendas Theyarewillingtogiveuppower,rewards, recognition,andcontrol

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Frameworkfor ServantLeadership(cont.)
Serviceoverselfinterest
Thehallmarkofservantleadershipisthedesiretohelpothers, ratherthanthedesiretoattainpowerandcontroloverothers Decisionsaremadetofurtherthegoodofthegroup

Earningandkeepingotherstrust
Servantleadersdonotimposetheirwillonthegroup Theylistencarefullytotheproblemsothersarefacing Theyengagethegrouptofindthebestcourseofaction Servantleadersaremorelikelytoexpressconfidenceand commitmentinothersthanothertypesofleaders

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