Motivation and Transactional, Charismatic, and Transformational ...
Chapter 4 Transformational and Charismatic Leadership
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Transcript of Chapter 4 Transformational and Charismatic Leadership
Transformational and Transformational and Charismatic LeadershipCharismatic Leadership
Chapter 4Chapter 4
““When dealing with people, let us remember When dealing with people, let us remember we are not dealing with creatures of logic. we are not dealing with creatures of logic. We are dealing with creatures of emotion, We are dealing with creatures of emotion, creatures bustling with prejudices and creatures bustling with prejudices and motivated by pride and vanity.”motivated by pride and vanity.”
Dale CarnegieDale Carnegie
Transactional Leadership Transactional Leadership
Transactional Transactional – Traditional leadershipTraditional leadership– Lower level of leadershipLower level of leadership– Assists with organizational stabilityAssists with organizational stability
Transformational LeadershipTransformational Leadership
Transformational LeadershipTransformational Leadership– Change agentChange agent– Inspire change and innovationInspire change and innovation– Potent and ComplexPotent and Complex
Maslow’s Hierarchy of Needs Maslow’s Hierarchy of Needs
Self ActualizationSelf Actualization
Self EsteemSelf Esteem
Belonging and Love NeedsBelonging and Love Needs
Safety NeedsSafety Needs
Physiological NeedsPhysiological Needs
Dimensions of Transactional Dimensions of Transactional LeadershipLeadership
Transactional Leadership FactorsTransactional Leadership Factors– Contingent reward: Contingent reward:
Provide rewards for effortProvide rewards for effort
Recognize good performanceRecognize good performance
– Management by exception:Management by exception:Maintain status quoMaintain status quo
Intervene when subordinates do not meet Intervene when subordinates do not meet acceptable performance levelsacceptable performance levels
Initiate corrective action to improve performanceInitiate corrective action to improve performance
Dimensions of Transformational Dimensions of Transformational LeadershipLeadership
Charisma:Charisma:– Provide a vision and a sense of missionProvide a vision and a sense of mission– Inspire and build trust and respectInspire and build trust and respect
Individualized consideration:Individualized consideration:– Exhibit considerate and supportive behavior directed toward Exhibit considerate and supportive behavior directed toward
each individual subordinate; coach and adviseeach individual subordinate; coach and advise
Inspiration:Inspiration:– Communicate high expectationsCommunicate high expectations– Use symbols to focus efforts and enhance understanding of Use symbols to focus efforts and enhance understanding of
goalsgoals
Intellectual Stimulation:Intellectual Stimulation:– Promote innovative ways of viewing situationsPromote innovative ways of viewing situations– Stimulate intelligent problem solving and decision makingStimulate intelligent problem solving and decision making
Primary Characteristics of Primary Characteristics of Transformational LeadersTransformational Leaders
CreativeCreative
InteractiveInteractive
VisionaryVisionary
EmpoweringEmpowering
PassionatePassionate
CreativeCreative
Seek out new ideas, products and ways of Seek out new ideas, products and ways of performing tasksperforming tasks
Cannot be content with things remaining Cannot be content with things remaining the samethe same
CreativityCreativity
Capacity to create and manipulate Capacity to create and manipulate symbols (chemical formulas, sentences, symbols (chemical formulas, sentences, drawings)drawings)
Referred to as divergent or lateral thinkingReferred to as divergent or lateral thinking
Refined through vertical thinkingRefined through vertical thinking
Wallas’ Steps to Problem SolvingWallas’ Steps to Problem Solving
PreparationPreparation
IncubationIncubation
IlluminationIllumination
VerificationVerification
Characteristics of the CreativeCharacteristics of the Creative
Hard working and perseveringHard working and persevering
Independent thinkersIndependent thinkers
Comfortable with complexity and Comfortable with complexity and ambiguityambiguity
Adam’s Creative BlocksAdam’s Creative Blocks
Perceptual BlocksPerceptual Blocks
Emotional BlocksEmotional Blocks
Cultural and Environmental BlocksCultural and Environmental Blocks
Intellectual and Expressive BlocksIntellectual and Expressive Blocks
InteractiveInteractive
Great CommunicatorsGreat Communicators– JFKJFK– Ronald ReaganRonald Reagan
Involvement with followersInvolvement with followers– Management by Wandering AroundManagement by Wandering Around– Regular MeetingsRegular Meetings
VisionaryVisionary
Communicating the VisionCommunicating the Vision
Nanus’ Characteristics of Effective VisionsNanus’ Characteristics of Effective Visions– Attracts commitment and energizes peopleAttracts commitment and energizes people– Creates meaning for followersCreates meaning for followers– Establishes a standard of excellenceEstablishes a standard of excellence– Bridges the present and the futureBridges the present and the future
Vision StatementsVision Statements
Transformational leader’s behaviorTransformational leader’s behavior
Vision statement vs mission statementVision statement vs mission statement
Specific yet provide guidanceSpecific yet provide guidance
Guides actions of membersGuides actions of members
EmpoweringEmpowering
Need capable followersNeed capable followers
Delegating decision makingDelegating decision making
Increasing individual autonomyIncreasing individual autonomy
5 Key Dimensions of Trust5 Key Dimensions of Trust
CompetenceCompetence
Openness and HonestyOpenness and Honesty
Concern for EmployeesConcern for Employees
ReliabilityReliability
IdentificationIdentification
PassionatePassionate
Committed to workCommitted to work
Chang says most important competitive Chang says most important competitive advantageadvantage
Charismatic LeadershipCharismatic Leadership
Perspectives on Charismatic LeadershipPerspectives on Charismatic Leadership– Sociological ApproachSociological Approach– Psychoanalytical ApproachPsychoanalytical Approach– Political ApproachPolitical Approach– Behavioral ApproachBehavioral Approach– Attribution ApproachAttribution Approach– Communication ApproachCommunication Approach
Sociological ApproachSociological Approach
Max WeberMax WeberCharisma in Greek means “gift”Charisma in Greek means “gift”Five key componentsFive key components– A leader with extraordinary vision, almost magical, A leader with extraordinary vision, almost magical,
talentstalents– An unstable or crisis situationAn unstable or crisis situation– A radical vision for providing a solution to the crisisA radical vision for providing a solution to the crisis– A group of followers attracted to the extraordinary A group of followers attracted to the extraordinary
leader because they believe they are linked through leader because they believe they are linked through the leader to powers that exceed usual limits.the leader to powers that exceed usual limits.
– A validation, through repeated success, of the A validation, through repeated success, of the extraordinary leader’s talents and power. extraordinary leader’s talents and power.
Psychoanalytic ApproachPsychoanalytic Approach
ZaleznikZaleznik– Managers different from leadersManagers different from leaders– Leaders bring about change, take risks and Leaders bring about change, take risks and
arouse emotionsarouse emotions
FreudFreud– Intense follower identification is explained by:Intense follower identification is explained by:
RegressionRegression
TransferenceTransference
ProjectionProjection
Political ApproachPolitical Approach
Not always in agreement on who is Not always in agreement on who is charismaticcharismatic
Schweitzer says there are different types:Schweitzer says there are different types:– GiantsGiants– LuminariesLuminaries– FailuresFailures– AspirantsAspirants
Political ApproachPolitical Approach
Willner looks at charisma on the basis of Willner looks at charisma on the basis of the leader-follower relationship:the leader-follower relationship:– Attribute divine or semi-divine qualities to their Attribute divine or semi-divine qualities to their
leadersleaders– Believe that their leaders have supernatural Believe that their leaders have supernatural
abilitiesabilities– Offer absolute devotion and obedienceOffer absolute devotion and obedience– Are loyalAre loyal
Behavioral ApproachBehavioral Approach
Use a set of behaviors to define itUse a set of behaviors to define it
Compare those that are charismatic with Compare those that are charismatic with those who are notthose who are not
House and Bass’ Propositions:House and Bass’ Propositions:– Leader BehaviorsLeader Behaviors– Leader-Follower relationsLeader-Follower relations– Elements of the charismatic situationElements of the charismatic situation
Attribution ApproachAttribution Approach
Conger and Kanungo look at charisma Conger and Kanungo look at charisma from the perceptions of the followers:from the perceptions of the followers:– Possess a vision that is unique, yet attainablePossess a vision that is unique, yet attainable– Act in an unconventional mannerAct in an unconventional manner– Demonstrate personal commitment and risk Demonstrate personal commitment and risk
takingtaking– Demonstrate confidence and expertiseDemonstrate confidence and expertise– Demonstrate personal powerDemonstrate personal power
Communication ApproachCommunication Approach
Authors say communication is the most Authors say communication is the most important elementimportant element
Charismatic Leaders excel in all three Charismatic Leaders excel in all three functions of communicationfunctions of communication– Relationship buildersRelationship builders– As VisionariesAs Visionaries– As Influence AgentsAs Influence Agents
Dark Side of CharismaDark Side of Charisma
Ethical Charismatic Ethical Charismatic LeaderLeader– Uses power to serve othersUses power to serve others– Aligns vision with followers’ Aligns vision with followers’
needs and aspirationsneeds and aspirations– Considers and learns from Considers and learns from
criticism.criticism.– Encourages followers to Encourages followers to
question leader’s viewquestion leader’s view– Coaches, develops and Coaches, develops and
supports followers supports followers – Relies on internal moral Relies on internal moral
standardsstandards
Unethical Charismatic Unethical Charismatic LeaderLeader– Uses power only for Uses power only for
personal gainpersonal gain– Promotes personal visionPromotes personal vision– Censures critical or Censures critical or
opposing viewsopposing views– Demands own decisions Demands own decisions
accepted without questionaccepted without question– Insensitive to follower’s Insensitive to follower’s
needsneeds– Relies on convenient Relies on convenient
external moral standardsexternal moral standards
Significant Abuses Contributing to Significant Abuses Contributing to Leadership FailureLeadership Failure
Failure of visionFailure of vision
Misarticulation of goalsMisarticulation of goals
Poor management practicesPoor management practices