Leadership Theories & Practice HBD 6776 Dr. Kimanya Ards

Leadership Theories & Practice

HBD 6776

Dr. Kimanya Ards

Comparison of Charismatic and Transformational Leaders

• Enhanced sense of who they are• Maintains a clear picture of their PM in life• Showcases PM through leadership

Personal Meaning

• PM is the degree to which people’s lives makeemotional sense • Achievement of the “work–life balance”

Influential Factors of Personal Meaning

• Self belief‐• Legacy• Selflessness• Cultural heritage and traditions• Activist mind set‐• Faith and spirituality• Personal interests• Values

Test Question

Self Belief‐• Knowing who you are• Having the confidence to know your are capable• Positive self concept including:‐

– Emotional stability– High self esteem‐– High generalized self efficacy‐– Internal locus of control

• Charismatic leaders overcome inner conflict in order to reach their full potential

Legacy

• Allows an individual’s accomplishments to “live on” in one’s followers

• Charismatic leaders are driven to leave theirpersonal mark on society.

Selflessness

• An unselfish regard for helping others• Use of motivation through concern for others

rather than for oneself• Helping others motivates many charismaticleaders

Cultural Heritage and Traditions

• May be used as vehicles to transfer charismato others• May be done through rites and ceremonies• May also be in the form of oral and writtentraditions

Activist Mind Set‐

• Charismatic leaders use political and social causes as opportunities to influence change

• They magnify a climate of dissatisfaction by encouraging activism that heightens follower’s willingness to change the status quo

Faith and Spirituality

• Charismatic leaders often face hardships while leading missions of change and rely on faith for support

• Charismatic leaders sustain faith by linking behaviors and goals to a “dream” vision of a better future

Personal Interests

• Personal pursuits may reflect aspects of one’spersonality• Charismatic leaders seek to establish andaffirm their identities through the pursuit ofmeaningful personal pursuits

Values

• Generalized beliefs or behaviors that are considered important

• Provide basis for meaning• Charismatic leadership has been described asvalues based leadership‐

Weber’s Conceptualizationof Charisma

• Weber used the term “charisma” to explain aform of influence based on follower perceptions that a leader is endowed with the gift of divine inspiration

• Charisma has been called “a fire that ignitesfollowers’ energy and commitment, producingresults above and beyond the call of duty”

Weber’s Conceptualizationof Charisma (cont.)

• Weber saw in a charismatic leader someonewho:

–Visualizes an uplifting mission– Inspires potential followers to act because they believe the leader is extraordinarily gifted– Has an ability to inspire and build confidence

Differentiating Between Charismatic and Noncharismatic Leaders

• Four behavior attributes – Dissatisfaction with status quo– Compelling nature of the vision– Use of unconventional strategies for

achieving desired change– Realistic assessment of resource needs for achieving desired change

Differentiating Between Charismatic andNoncharismatic Leaders (cont.)

• Dissatisfaction with the status quo– Charismatic leaders are against to

current status and work hard to change it– Noncharismatic leaders agree with the

status quo and want to maintain it


• Vision formulation and articulation– Effective articulation of vision is measured in what is said (content and context) and how it is said (oratorical abilities)

– Charismatic leaders articulate the context of their message by highlighting positive images of the future vision and negative images of the present


• Use of unconventional strategies– Noncharismatic leaders use available or conventional means to achieve existing goals– Charismatic leaders use unconventional means to transcend the existing order


• Awareness of resource needs and constraints– They are sensitive to both the capabilities and emotional needs of followers

– They are aware of the need to align organizational strategies with existing capabilities to ensure a successful transformation

Effects of Charismatic Leadership

• Similarity of follower’s beliefs and values tothose of the leader• Heightened sense of self confidence to‐contribute to accomplishment of the mission• Acceptance of higher or challenging goals

Effects of Charismatic Leadership (cont.)

• Identification with and emulation of leader• Unconditional acceptance of leader• Strong affection for the leader• Obedience to the leader

Qualities of CharismaticLeaders (cont.)

• Vision– Is the ability to imagine different and betterconditions and ways to achieve them


• Superb communication skills– Charismatic leaders can communicate complex ideas and goals in clear, compelling ways

– They are also adept and tailor their language to particular groups, thereby better engaging them mentally and emotionally


• Self confidence and moral conviction‐– Charismatic leaders build trust in their followers through:

– Unshakeable self confidence‐– An abiding faith– Strong moral conviction– Optimism


• Ability to trust others– Charismatic leaders build support and trust by showing commitment to followers’ needs over self interest and by being fair‐– These qualities inspire followers and often result in greater cooperation between a leader and followers


• High risk orientation– Charismatic leaders earn followers’ trust bywilling to incur great personal risk– People admire the courage of those who take high risk– Charismatic leaders also use unconventionalstrategies to achieve success


• High energy and action orientation– Charismatic leaders are energetic and serve as role models for getting things done on time– They engage their emotions in everyday work life– Charismatic leaders tend to be emotionallyexpressive, especially through nonverbal means


• Relational power base– Charismatic leadership is intensely relationaland based almost entirely upon referent and expert power– Charismatic leadership involves an emotionalized relationship with followers


• Minimum internal conflict– Charismatic leaders are convinced they areright in their vision and strategies– Because of this conviction, they experience less guilt and discomfort in pushing followers to stay the course even when faced with threats


• Ability to empower others– Charismatic leaders empower followers bybuilding their self efficacy‐

• Self promoting personality‐– Charismatic leaders are not “afraid to toot their own horn”

Acquiring Charismatic Qualities

• Suggested strategies for acquiring or enhancing one’s charismatic qualities include:– Developing your visionary skills– Practicing being candid– Developing a warm, positive, and humanistic attitude – Developing an enthusiastic, optimistic, and energetic personality

Transactional Leadership

• Based on the concept of exchange between leader and employeesLeader provides resources and rewards in

exchange for motivation, productivity, effective goal, or task accomplishments

2 Types of Transactional Leadership

• Contingent RewardPositively reinforce appropriate behaviorsNegatively reinforce inappropriate behaviors

Highly ineffective and/or satisfying to all

The Downside of Transactional Leadership

Low expectationsMinimal accomplishmentsLow levels of satisfactionFocus is on short-term, immediate outcomes

only

Transformational Leadership

• Develop a clear and appealing vision• Develop a strategy for attaining the vision• Articulate and promote the vision• Act confident and optimistic• Express confidence in follower• Use early success in small steps to build

confidence


• Adapt ideology incrementally to conditions• Identify and eliminate cultural disparities• Articulate the ideology clearly and persistently• Keep actions and decisions consistent with

ideology


• Use cultural forms to emphasize ideology• Emphasize continuity in socialization practices• Manage the politics of subcultures• Develop cultural maintenance leadership at all

level

Transformational leadership• Charisma or idealized influence• Inspirational motivation• Intellectual stimulation• Individualized consideration

(Bass, 1981)


“The ability to get people to want to change and to lead change.”

The Effects ofTransformational Leadership

• Individual level– Transformational leaders influence theirconstituencies to make the shift from focus onself interests to a focus on collective interests‐

• Group level– Transformational leadership was found toinfluence team performance and team potency

• Organizational level– There is broad support for the proposition that transformational leadership can change both an organization’s climate and culture

Charismatic versusTransformational Leadership

• Charismatic leaders by nature are transformational, but not all transformational leaders achieve their transforming results through the charismatic effects of their personalities

• Transformational leaders are similar to charismatic leaders in that they can articulate a compelling vision of the future andinfluence followers by arousing strong emotions in support of the vision

• Transformational leaders can emerge from different levels of the organization

Charismatic versusTransformational Leadership (cont.)

• Charismatic leaders are most likely to emerge in the throes of a crisis

• The response by people to a charismatic or transformational leader is often highly polarized, but the emotional levels ofresistance toward charismatic leaders are more extreme than those toward transformational leaders

Transformational vs.Transactional Leadership

Transformational leadership• Inspires followers to go beyond self‐

interest and act for the good of the organization

• Leaders are described as influential, inspirational, and charismatic

• 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

• Creates significant change in both followers and organizations

• Creates and shares knowledge at the individual and group levels

• Emphasize the importance of group values and focus on collective interests

Transactional leadership– Caters to the self interest self of followers by ‐

rewarding specific behaviors and performance that meets with the leader’s expectations and punishes behavior and performance that does not meet expectations

– Leaders are described as task and reward‐ ‐oriented, structure, and passive

– Involves specific contractual arrangements with followers that provides them with benefits that satisfy their needs and desires in exchange for meeting specified objectives or performing certain duties

– Promotes stability– Exploits knowledge at the organizational level– Focuses on defining roles and task requirements

and giving rewards that are contingent on task fulfillment

Summary

• Transformational = Go beyond self interests for the good of the whole

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RELIGION vs. SPIRITUALITYReligion is concerned with faith in the claims of

one faith tradition or another, an aspect of which is the acceptance of some form of heaven or nirvana. Connected with this are religious teachings or dogma, ritual prayer, and so on.

Spirituality is concerned with those qualities of the human spirit-such as love and compassion, patience tolerance, forgiveness, contentment, a sense of responsibility, a sense of wholeness and harmony-which bring happiness to both self and others.

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RELIGION vs. SPIRITUALITY

• The common bridge between spirituality and religion is Altruistic love – regard or devotion to the interests of others.

• In religion this is manifested through the golden rule which is common to all major religions.

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RELIGION vs. SPIRITUALITY

• From this perspective, spirituality is necessary for religion but religion is not necessary for spirituality.

• Spiritual leadership can therefore either be

inclusive or exclusive of religious theory and practice.

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SPIRITUAL LEADERSHIPThe theory of spiritual leadership was

developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival/well-being.

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EXTRINSICMOTIVATION

= EFFORT PERFORMANCE REWARD

(GIVE ME A REWARD TO WORK)

INTRINSICMOTIVATION = EFFORT PERFORMANCE

REWARD

(MY WORK IS MY REWARD)

SPIRITUAL LEADERSHIPBased in Intrinsic Motivation

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QUALITIES OF PERSONAL SPIRITUAL LEADERSHIP AS INTRINSIC MOTIVATION THROUGH VISION, HOPE/FAITH and ALTRUISTIC VALUES

Vision (Performance)• Broad appeal to key Stakeholders• Defines the Destination and Journey• Reflects High Ideals• Encourages Hope/Faith• Establishes a Standard of Excellence

Altruistic Values (Reward)• Forgiveness• Integrity• Honesty• Courage• Humility

• Kindness• Empathy/Compassion• Patience• Trust/Loyalty

Hope/Faith (Effort)• Endurance• Perseverance• Do What It Takes• Stretch Goals• Expectation of Reward• Victory

PERSONAL SPIRITUAL LEADERSHIPQualities

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FUNDAMENTAL PROPOSITIONS OFSPIRITUAL LEADERSHIP

Workplace spirituality is defined as:

A framework of organizational values evidenced in the culture that promotes employees’ experience of transcendence through the work process, facilitating their sense of being connected in a way that provides feelings of compassion and joy.

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• To be successful in the 21st century, global, Internet age, organizations must adopt and implement the learning organizational paradigm

• The fundamental element/building block of the learning organization is the empowered team:

– Must be based in trust– Must have a sense of calling and membership– Must have essential characteristics necessary for an

empowered team.

• What is required for workplace spirituality is an inner life that nourishes and is nourished by calling or transcendence of self within the context of a community or membership based on the values of altruistic love.

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• Satisfying these spiritual needs in the workplace positively influences human health and psychological well-being and forms the foundation for the new spiritual leadership paradigm.

• By tapping into these basic and essential needs, spiritual leaders produce the follower trust, intrinsic motivation, and commitment that is necessary to simultaneously optimize organizational performance and human well-being in learning organizations.

• Spiritual survival/spiritual well-being is an outcome of spiritual leadership

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• Positive human health, and psychological well-being and organizational commitment, productivity, and performance excellence are outcomes of spiritual survival/spiritual well-being.

• Ethical well-being (Manifested as joy, peace, serenity) is an outcome of authentically living (values-attitudes-behavior) the values of altruistic love.

A. Ethical well-being + calling = spiritual well-being. B. Ethical well-being is necessary for spiritual well-being.

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The fundamental proposition that should be tested in future research – that spiritual leadership and the learning organizational paradigm are necessary for organizations to achieve BOTH human well-being and performance excellence in the 21st century.

Charismatic Approaches to Leadership

• Charismatic Influence Followers By:• 1. Articulating the vision• 2. Setting high performance expectations• 3. Conveying a new set of values• 4. Making personal sacrifices

Charismatic Leadership Theory

• Followers make attributions of heroic or extraordinary

• leadership abilities when they observe certain behaviors.

• Charismatic leaders overcome inner conflict in order to reach their full potential

Key Characteristics of Charismatic Leaders

• Vision and articulation. Has a vision—expressed as an Idealized • Personal risk. Willing to engage in self-sacrifice to achieve the vision.• Environmental sensitivity. Able to make realistic assessments of the

environmental constraints and resources• Sensitivity to follower needs. Perceptive of others’ abilities and

responsive to their needs and feelings.• Unconventional behavior. Engages in behaviors that are perceived as

novel and counter to norms.

Beyond Charismatic Leadership

• Level 5 Leaders• Possess a fifth dimension—a paradoxical blend of personalhumility and professional will—in addition to the four basicleadership qualities of individual capability, team skills,managerial competence, and the ability to stimulate others tohigh performance.• Channel their ego needs away from themselves and into thegoal of building a great company.

Assignments

• Read chapter 11• Begin working on week 5 assignment• Working on test questions

– 7-10 questions– Multiple choice

• 4 answer options (options A-D)

Got questions

References

Bass, B. (1981). Stogdill’s Handbook of Leadership (Rev ed.) The Free Press: New York.

Lussier, R., & Achua, C. (2009). Leadership, Theory, Application, Skill Development (4th ed.). South-Western College Publishing: Kentucky.

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Leadership Theories & Practice HBD 6776 Dr. Kimanya Ards