Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 1 Chapter Six New Models for Leadership: Neo-charisma, Inspiration, and the Relationship with Followers

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 2 Learning Objectives  Describe the various leader, follower, cultural, and situational characteristics that contribute to charismatic leadership  Explain the positive and negative impacts of charismatic leadership on organizations  Distinguish between transactional and transformational leadership  Understand the key role of contingent reward and the impact of management by exception  Present the elements of transformational leadership and their impact on followers and organizations  Describe the elements of value-based and spiritual leadership  Identify the components of authentic leadership and the impact of this leadership on followers and organizations

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 3 Neo-Charismatic Leadership  Allow for consideration of role of inspiration and vision  Focus on role of leader in creating and implementing change  Considers leaders at top levels of organizations  Provides potential integration with upper echelon leadership

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 4 Requirements of Charismatic Leadership The situation Followers Leader Charismatic Leadership

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 5 Characteristics of Charismatic Leaders  High self-confidence  Strong convictions about ideas  High energy and enthusiasm  Expressive  Excellent communication  Active image-building

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 6 Characteristics of Followers of Charismatic Leaders  High degree of respect and esteem for the leader  Loyalty and devotion to the leader  Affection for the leader  High performance expectations  Unquestioning obedience

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 7 The Charismatic Situation: External Factors  Sense of actual or imminent crisis  Perceived need for change  Opportunity to articulate ideological goal  Availability of dramatic symbols  Opportunity to articulate followers’ role

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 8  Organizational life cycle (early and late)  Complex task  No external reward available  Flexible and organic structure  Non-bureaucratic cultures The Charismatic Situation: Internal Factors

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 9 Universally Positive Cross- Cultural Attributes of Leadership  Encouraging and positive  Motivational  Dynamic  Having integrity  Being trustworthy  Team builder  Decisive  Intelligent  Communicator  Win-win problem solver

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 10 Universally Negative Cross- Cultural Attributes of Leadership  Being a loner  Being non-cooperative  Ruthless  Non-explicit  Irritable  Dictatorial

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 11 Culturally Contingent Leadership Attributes  Risk-taking  Enthusiasm  How vision is communicated  What constitutes good communication  How much leader is seen as equal

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 12 Ethical and Unethical Charisma Unethical Charisma  Uses power for personal gain  Promotes own vision  Closed to criticism  Top-down communication  Insensitive to followers Ethical Charisma  Used power to serve others  Matches vision to follower needs  Open to feedback  Develops followers  Encourages thinking

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 13 Transactional and Transformational Leadership Transactional  Focus on day- to-day activities  Exchange between leader and followers Transformational  Focused on change  Emotional bond between leader and followers

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 14 Transactional Leadership  Contingent Reward Leader provides rewards in exchange for performance Can be very productive  Management by Exception (MBE) Leader gets involved only to correct and provide negative feedback Generally not effective

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 15 Factors in Transformational Leadership Transformational Leadership Charisma and Inspiration Overcome resistance to change Intellectual Stimulation New ideas and empowerment Individual Consideration Motivate and encourage

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 16 Implications of Transformational leadership  Leaders must project confidence in followers’ ability  A clear vision is essential  Encourage creativity; empower followers, reward experimentation, and tolerate mistakes  Set high performance expectations  Establish personal connection with followers

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 17 Elements of Spiritual and Value-Based Leadership  Focusing on how leaders and followers tap into their own personal values to create change  Integrity and honesty are two important values  Ethical leaders are fair and consider personal and organizational implications of their decisions and actions  Closely linked to transformational and authentic leadership

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 18 Authentic Leaders  Understand their own purpose  Practice solid values  Lead with their heart  Connect with followers  Demonstrate self-discipline

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 19 Continuum of Authentic Leadership Core Values Identity Preferences Emotions Authentic Leader: Has strong articulated values that guide decisions and behaviors Person without articulated values; Behavior guided by external factors Person with limited or some articulated values; Behavior guided by combination of internal values and external pressures

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 20 Components of Authentic Leadership  Self-awareness of internal states  Unbiased or balanced consideration of issues  Behaviors that are reflections of personal values  Relational authenticity and ability to disclose and share information about self

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 21 Implications of Value-Based Leadership  Focus on values (integrity)  Can address followers emotional needs  Leaders must focus on areas of strengths, rather than correcting their weaknesses  Authentic leadership may be the root of charismatic and transformational leadership concepts

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 22 Leadership Challenge oRecognize the potential for “negative” charismatic leadership oSilence indicates acceptance; however complaining may not work oSelf-preservation is primary oBuild reputation for competence oGuard your integrity oAsk for transfer

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 23 Leading Change: Richard Branson  Focus on making a difference  Leaders must bring out the best in followers  Encourage employee and listen to them  Find the right match between the person and the job to motivate followers

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 24 Leadership in Action: Andrea Jung  First female CEO of Avon  Determination and confidence  Passion for the business  Strong delegation  Builds consensus

Chapter 6 New Models for Leadership Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 25 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall