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Charismatic and Transformational Leadership

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Charismatic and Transformational Leadership Lussier, R. and Achau, C. (2007): Effective Leadership, 3rd Edition, South-Western, Cangage Learning ... – PowerPoint PPT presentation

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Title: Charismatic and Transformational Leadership


1
Chapter 9
Charismatic and Transformational Leadership
Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
2
Summary of Lecture 19
  • Charisma and Charismatic Leadership
  • Max Weber on charismatic leadership.
  • Locus of charismatic leadership.
  • Personal Meanings Purpose of Life

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
3
Learning Objectives
  • How one can acquire charismatic qualities.
  • Socialized VS personalized charismatic leaders.
  • Charismatic VS transformational leadership.
  • Phases of the transformation process.
  • Transformational VS Transactional leadership
  • Stewardship and servant leadership

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
4
How One Acquires Charismatic Qualities
  • Training help to build charismatic qualities?
  • Practice and self discipline improve building
    vision
  • Emotional stability and empathic behavior
  • Develop communication skills
  • Learn techniques to influence and inspire people

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
5
Strategies to Develop Charismatic Qualities
Develop Visionary Skills
Practice being candid
Develop Warm positive and humanistic attitude
Develop an enthusiastic, optimistic And energetic
personality
Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
6
Charisma A double Edged Sword
  • Charisma can make or ruin (positive and negative
    outcomes)
  • Be careful in hero worship
  • Personal motives or organization interest
  • Valuation theory proposes that two basic motives
    drive an individual 1) self glorification motive
    based on self enhancement 2) self transcendence
    motives based on collective interest give meaning
    through supportive relationships with others
  • Socialized and Personalized charismatic leader

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
7
Socialized and Personalized Charismatic Leader
  • SCL Promotes empowerment, self development,
    equal participation and pursue organization goals
  • SCL encourage and instill devotion to vision and
    ideology
  • PCL Promotes dependency, obedience, and
    submission in followers
  • PCL promotes devotion to themselves, make
    decision based on self serving, group
    achievements are used for self glorification

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
8
EXAMPLES OF PERSONALIZED CHARISMATIC LEADERS
  • Adolph Hitler
  • Josef Stalin
  • Benito Mussolini
  • Charles Manson
  • David Koresh
  • Rev. James Jones

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
9
EXAMPLES OF SOCIALIZED CHARISMATIC LEADERS
  • Quaid-e-Azam
  • Winston Churchill
  • John Fitzgerald Kennedy
  • Martin Luther King, Jr.
  • Others?

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
10
Is Charisma Solution of Every Problem
  • In time of crises and radical change strategic
    leadership approach is more appropriate than lone
    star individualistic approach
  • Organizational change is possible through
    transformational leadership

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
11
Name few Charismatic leaders? Why do you
think so?
Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
12
  • IS CHARISMA MORE OR LESS IMPORTANT
  • IN POLITICAL LEADERS TODAY?
  • WHY OR WHY NOT?

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
13
  • Charismatic leaders are more vulnerable to
    threats because of strong emotional level

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
14
TRANSFORMATIONAL LEADERSHIP
  • Serves to change the status quo by articulating
    to followers the problems in the current system
    and a compelling vision of what a new
    organization could be

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
15
Transformational and Charismatic Leadership
  • Some authors believe that there is no distinction
  • Some see charisma as one of the attribute that
    define transformational leadership
  • Agreement on assertion that charismatic leader
    are actually transformational leader but not all
    transformational leaders are charismatic
  • Transformational leader may influence and instill
    passion for change through personalized
    consideration and rationalizing need for change,
    insight in new possible solutions and bring
    commitment
  • Transformational leaders can be from different
    levels of organization Therefore, organization
    can have more than one transformational leader

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
16
TRANSFORMATIONAL LEADERSHIP
  • Focuses on what leaders accomplish( transforming
    abilities), not their personal characteristics or
    followers reactions
  • Serves to change the status quo by articulating
    to followers the problems in the current system
    and a compelling vision of what a new
    organization could be
  • Moving and Changing things
  • Alter existing structure, and influence people to
    get their support for new vision and new
    possibilities
  • Collective buy in to organizational vision
    given by leader that follower willingly put extra
    effort to achieve organizational goals

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
17
TRANSFORMATIONAL LEADERSHIP
  • Transformational leader have charisma,
    intellectual abilities, inspiration and
    individual consideration
  • Craft and implement bold strategies to exploit
    opportunities
  • Transformational leader bring change
  • Shift of focus from individual to collective
    interest
  • Build trust and commitment towards mission and
    change

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
18
Transformational Leaders
  • Create Articulate a Vision
  • Set an example for followers consistent with
    leader values and beliefs
  • Foster a Buy-in of Team Goals
  • Have High Performance Expectations
  • Personalize the Leader-Member Exchange
  • Empower followers to think outside the box

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
19
Transformational Leaders
  • See themselves as change agents
  • Are visionaries with high levels of trust for
    their organization
  • Are risk takers, but not reckless
  • Articulate core values that guide their own
    behavior
  • Have exceptional cognitive skills
  • Believe in careful planning before taking action
  • Believe in people show sensitivity for their
    needs
  • Are flexible and open to learning from experience

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
20
Transformation Process
Make a compelling case for change
Inspire a shared vision
Lead the transition
Implant the change
Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
21
Transactional Leadership
  • Seeks to maintain stability within an
    organization through regular economic and social
    exchanges that achieve specific goals for both
    the leaders and followers

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
22
Transformational and Transactional Leadership
Transformational Transactional
More influential, inspirational and charismatic Task and reward oriented influence
Active and bring new things way working Passive and structured
Challenge status quo Maintain status quo
Use personal attributes to influence followers Use reward and punishment to inspire followers
Strong emotional bond Weak emotional belonging
Development and Empowerment Monitor and control
Focus on revolutionary change in structure and culture Maintain stability in culture, structure and strategies
Long term relationship Relationship ends or redefined once transaction completed
Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
23
Then Who is Effective Leader
Who possess both transformational and
transactional leadership skills and use these
according to situation
Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
24
STEWARDSHIP
  • An employee-focused form of leadership that
    empowers followers to make decisions and have
    control over their jobs
  • Contemporary view Leader as steward and
    servant of the people

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
25
Values of Stewardship
Teamwork Orientation
Equality Assumptions
Stewardship
Reward Assumption
Decentralization
Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
26
KEYS TO STEWARDSHIP
  • Helping employees to grow personally and
    professionally
  • Strong teamwork orientation
  • Decentralized decision making and power down to
    where the work gets done
  • Equality assumption that it is a partnership of
    equals rather than a leader-follower command
    structure
  • Rewards must be redesigned to compensate
    employees for actual contributions and greater
    responsibility

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
27
Servant Leadership
Servant leadership emphasizes fairness and
justice as means for achieving organization
citizenship behavior A strong moral
standpoint
Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
28
Guidelines to ServantLeadership
Use of persuasion rather than positional authority
Service to others over self interest
Effective listening
Servant Leadership
Commitment to the growth of employees
Build community within and outside organization
Earning and keeping others trust no hidden
agendas, give up power, rewards, recognition,
control
Helping others discover their inner spirit
empathetic of others
Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
29
Discussion Questions
Discussion Question 1 List few limitations of
charismatic leadership theory? Question 2 List
key characteristics and attributes of
transformational leaders? Discussion Question 3
Explain the concept of servant leadership? Discus
sion Question 4 What do you think charismatic
leadership or transformational leadership is more
effective? Discussion Question 5 What is
difference between transformational and
transactional leader??
Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
30
Summary
  • Max Weber on charismatic leadership.
  • Argument for and against the locus of charismatic
    leadership.
  • How one can acquire charismatic qualities.
  • Socialized VS personalized charismatic leaders.
  • Charismatic VS transformational leadership.
  • 4 Phases of the transformation process.
  • Transformational VS Transactional leadership
  • Stewardship and servant leadership

Lussier, R. and Achau, C. (2007) Effective
Leadership, 3rd Edition, South-Western, Cangage
Learning
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