2. Briefly explain Max Weber’s conceptualization of charisma.
Explain what is meant by the statement “locus of charismatic leadership.”
Discuss the effects of charismatic leadership on followers.
Discuss how one can acquire charismatic qualities.
Explain the difference between socialized and personalized charismatic leaders.
Explain the difference between transformational and transactional leadership.
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3. Explain the four stages of the transformation process.
List the qualities of effective charismatic and transformational leaders.
Describe the four behavior dimensions associated with transformational and charismatic leader behaviors.
Distinguish between charismatic and transformational leadership.
Explain the basis of stewardship and servant leadership.
Define the key terms listed at the end of the chapter.
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4. Charismatic Leadership
Charismatic leadership has generally been defined in terms of the effects the leader has on followers, or in terms of the relationship between leaders and followers.
Charismatic and transformational leaders are able to influence followers to rally towards a shared goal/s. They generate emotion, energy, and excitement that cause followers to make significant personal sacrifices in the interest of the organization.
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5. Weber’s Conceptualization of Charisma
Charisma (as defined by Weber)
Explains a form of influence based not on traditional or legal–rational authority systems but rather on follower perceptions that a leader is endowed with the gift of divine inspiration or supernatural qualities.
Has been called “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty.”
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6. Weber’s Concept of the Charismatic Leader
Weber’s Charismatic Leader:
Single-handedly visualizes a transcendent mission or course of action
Compels potential followers to act because they believe the leader is extraordinarily gifted
Performs acts of heroism
Has an ability to inspire and build confidence
Espouses revolutionary ideals
Possesses oratorical ability
Has a “powerful aura”
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7. Charisma Charisma (as defined by the authors)
Is “a social construct between the leader and follower, in which the leader offers a transformative vision or idea which exceeds the status quo and then convinces followers to accept this course of action not because of its rational likelihood of success, but because of their implicit belief in the extraordinary qualities of the leader”
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8. Locus of Charismatic Leadership
The question at the center of the debate of Weber’s conceptualization of charisma is whether charisma is primarily the result of:
The situation or social climate facing the leader
The leader’s extraordinary qualities
An interaction of the situation and the leader’s qualities (there is increasing acceptance of this view)
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9. Effects of Charismatic Leadership on Followers
Trust the “rightness” of the leader’s vision
Accept the higher or challenging goals of the leader
Become emotionally involved in the mission
Have a heightened sense of self-confidence to contribute to accomplishment of the mission
Unconditionally accept the leader
Develop similar beliefs and values to those of the leader
Identify with and emulate the leader
Have a strong affection for the leader
Develop unquestioning loyalty and obedience to the leader
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10. 9.1 Exhibit The Effects of Charismatic Leaders on Followers
Inspires trust in the “rightness” of the leader’s vision and a strong bond
Unconditional acceptance of the leader
Increased self-confidence and self-efficacy
Acceptance of higher or challenging goals
Increase in followers’ organizational citizenship behavior
Tendency of followers to assume greater risks
Strong loyalty and obedience to the leader
Motivation to set or aim for higher goals
Follower desire to align their beliefs, self-concept, cognitions, and values with those of the leader.
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11. How One Acquires Charismatic Qualities
Strategies for acquiring or enhancing charismatic qualities:
Improving communication skills through training and practice.
Developing visionary skills through practice and self- discipline.
Practicing being candid and unambiguous, using a direct approach when assessing a situation.
Developing an enthusiastic, optimistic, and energetic personality
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12. Discussion Question
A strong emotional attachment and loyalty to a charismatic leader can have both beneficial and detrimental effects on followers.
Explain both types of effects on followers.
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13. Charisma: A Double-Edged Sword
It is possible to assume that all charismatic leaders are good moral leaders that others should emulate
Remember that not all charismatic leaders are necessarily good leaders
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14. Charisma: A Double-Edged Sword (cont'd)
Differentiating between positive and negative charisma requires considering the motives driving the charismatic leader’s behavior:
Self-glorification
Influences one’s meaning in life by protecting, maintaining, and aggrandizing one’s self esteem
Is consistent with negative (destructive) charisma
Self-transcendence
Provides meaning through supportive relationships with others
Is consistent with altruistic and empowering orientations of positive (constructive) charisma
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15. Socialized Charismatic Leaders (SCLs)
Possess an egalitarian, self-transcendent, and empowering personality
Pursue organization-driven goals and promote feelings of empowerment, personal growth, and equal participation in followers
Use rewards to reinforce behavior consistent with the vision and mission of the organization
Examples of socialized charismatic leaders:
Martin Luther King, Jr.
Gandhi
Winston Churchill
John F. Kennedy
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16. Personalized Charismatic Leaders (PCLs)
Possess a dominant, Machiavellian, and narcissistic personality
Pursue leader-driven goals and promote feelings of obedience, dependency, and submission in followers
Use rewards and punishment to manipulate and control followers
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17. Personalized Charismatic Leaders (cont'd)
Use information to preserve the image of leader infallibility or to exaggerate external threats to the organization
Examples of personalized charismatic leaders:
Adolph Hitler
Charles Manson
David Koresh
Rev. Jim Jones
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18. Transformational Leadership vs. Transactional 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
Transactional leadership
Seeks to maintain stability within an organization through economic and social exchanges that achieve specific goals for both the leaders and their followers
Is positively related to individual level, group, and organizational performance
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19. The Effects of Transformational Leadership
Individual level
Transformational leaders influence their constituencies to make the shift from focus on self- interests to a focus on collective interests
Group level
Transformational leadership was found to influence 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
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20. Discussion Question
Explain the importance of effective communication skills for charismatic and transformational leaders.
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21. Dimensions of Transformational Leadership
Is composed of four behavior dimensions (the “four I’s”):
Idealized influence (charisma)
Inspirational motivation
Individual consideration
Intellectual stimulation
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22. Transformational versus Transactional Leadership
Transformational Leadership
Inspires followers to go beyond self-interest and act for the good of the organization
Transformational Leaders
Are influential, inspirational, and charismatic
Change the status quo by articulating current problems and providing a compelling vision
Create and share knowledge at the individual and group levels
Emphasize the importance of group values and focus followers on their collective interests
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23. Transformational versus Transactional Leadership (cont'd)
Caters to the self-interest of followers by rewarding (or punishing) behaviors and performance that meets (or does not meet) with the leader’s expectations.
Transactional Leaders
Are task- and reward-oriented, structure, and passive
Promote stability and exploit knowledge at the organizational level
Focus on defining roles and task requirements and giving rewards that are contingent on task fulfillment
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24. Transformational versus Transactional Leadership (cont'd)
Despite these differences, effective leaders exhibit both transactional and transformational leadership skills in appropriate situations
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25. 9.2 Exhibit The Transformation Process Stages Suggested Activities
Make a compelling case for change
Increase sensitivity to environmental changes and threats.
Challenge the status quo.
Identify emerging opportunities and threats.
Inspire a shared vision
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.
Lead the transition
Instill 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.
Establish priorities.
Minimize risk.
Avoid the temptation of a “quick fix.”
Recognize and deal openly with conflict and resistance.
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26. 9.2 Exhibit The Transformation Process (continued) Stages
Suggested Activities
Implant the change
Enable and strengthen followers with a “greatness attitude”; for example, recognize and celebrate accomplishments.
Help followers find self-fulfillment with new vision.
Help followers look beyond self-interests to collective interests.
Change appraisal procedures and reward systems.
Implement team-building interventions and personnel changes.
Appoint a special task force to monitor progress.
Encourage top leaders and managers to model the way.
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27. Qualities of Charismatic Leaders
Vision
Superb communication skills
Self-confidence and moral conviction
Ability to inspire trust
Ability to inspire others
High risk orientation
High energy and action orientation
Self-promoting personality
Minimal internal conflict
Relational power base
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28. 9.3 Qualities of Effective Charismatic and Transformational Leaders
Exhibit
9.3
Vision
Superb communication skills
Self-confidence and moral conviction
Ability to inspire trust
High risk orientation
High energy and action orientation
Relational power base
Minimum internal conflict
Ability to empower others
Self-promoting personality
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29. Qualities of Charismatic Leaders (cont'd)
Vision
Is the ability to imagine different and better conditions and ways to achieve them
Uplifts and attracts others
Must result from a collaborative effort
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30. Qualities of Charismatic Leaders (cont'd)
Superb Communication Skills
Charismatics communicate complex ideas and goals in clear, compelling ways such that everyone in the organization understands and identifies with their message
Charismatics have superior rhetorical skills and employ rhetorical techniques such as metaphors, analogy, and stories
Charismatics are adept at tailoring their language to particular groups to engage them mentally and emotionally
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31. Qualities of Charismatic Leaders (cont'd)
Self-confidence and Moral Conviction
Charismatics build trust in their followers through:
Unshakeable self-confidence
An abiding faith
Strong moral conviction
Optimism
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32. Qualities of Charismatic Leaders (cont'd)
Ability to Trust Others
Charismatics 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’ admiration and trust by their willingness to incur great personal risk
Charismatic leaders also use unconventional strategy to achieve success
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33. Qualities of Charismatic Leaders (cont'd)
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 emotionally expressive, especially through nonverbal means
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34. Qualities of Charismatic Leaders (cont'd)
Relational Power Base
Charismatic leadership is intensely relational and based almost entirely upon referent and expert power
Charismatic leadership involves an emotionalized relationship with followers who are often in awe of the leader
There is a powerful identification with and emulation of the leader and an unquestioning acceptance of an affection for the leader
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35. Qualities of Charismatic Leaders (cont'd)
Minimum Internal Conflict
Charismatic leaders are convinced they are right 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
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36. Qualities of Charismatic Leaders (cont'd)
Ability to Empower Others
Charismatic leaders empower followers by building their followers’ elf-efficacy
Charismatic leaders empower followers by role modeling and coaching, providing feedback and encouragement, and persuading them to take on more responsibilities
Self-promoting Personality
Charismatic leaders are not “afraid to toot their own horn”
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37. 9.4 Behavioral Dimension Description Exhibit
Transformational and Charismatic Leader Behaviors
9.4
Behavioral Dimension
Description
Idealized Influence
Behavior that conveys an ideal future that is much better than the present. The leader’s behavior is aimed at inspiring followers to share in his or her vision.
Inspirational Motivation
Passionate communications of better days ahead that motivates followers to buy into the leader’s vision
Individual Consideration
Behavior that employs an individualized developmental model that responds to follower needs and concerns
Intellectual Stimulation
Behavior that challenges followers to think “outside of the box” and re-examine old ways and methods
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38. Differentiating between Charismatic and Transformational Leadership
Charismatic leaders by nature are transformational, but not all transformational leaders are charismatic
Charismatic leaders are labeled as such by the attributions of their abilities that their followers make, whereas transformational leaders are labeled as transformational leaders because they actually have transformed their organizations
Charismatic leaders tend to have an activist mind-set; transformational leaders are more strategic in their approach to maximizing gains and avoiding threats
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39. Differentiating between Charismatic and Transformational Leadership (cont’d)
Transformational leaders tend to follow a career path of promotions and growth leading to a leadership position; charismatic leaders are likely to emerge in a crisis circumstance brought about by conflicting values or belief systems.
Charismatic leaders tend to express their personal meaning or purpose in life at a much earlier age and use it as a driving force behind their vision.
Charismatic leaders are confronted by more extreme levels of emotional resistance and polarized conflict than those directed towards transformational leaders
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40. Personal Meaning
Is the degree to which people’s lives make emotional sense and to which the demands confronted by them are perceived as being worthy of energy and commitment
Is the “work–life balance”
The achievement of equilibrium in personal and official life
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41. Differentiating Between Charismatic and Noncharismatic Leaders
Behavior attributes that distinguish charismatic from noncharismatic leaders:
Dissatisfaction with status quo
Compelling nature of the vision
Use of unconventional strategies for achieving desired change
A realistic assessment of resource needs and other constraints for achieving desired change
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42. Differentiating Between Charismatic and Noncharismatic Leaders (cont'd)
Dissatisfaction with the status quo
Charismatic leaders are very much opposed to the status quo and strive to change it.
Noncharismatic leaders essentially agree with the status quo and strive to maintain it.
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43. Differentiating Between Charismatic and Noncharismatic Leaders (cont'd)
Vision Formulation and Articulation
Effective articulation of a transcendent vision is measured in what is said (content and context) and how it is said (oratorical abilities)
Charismatics articulate message context by contrasting positive future images with negative images of the present
Effective communication skills are an imperative in the successful articulation of a compelling vision
Through verbal and nonverbal means, charismatic leaders communicate their self-confidence, convictions, and dedication in order to give credibility to what they advocate
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44. Differentiating Between Charismatic and Noncharismatic Leaders (cont'd)
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
Admirers of charismatic leaders believe that their leaders possesses heroic qualities that enable them to persist in spite of the odds against them
The perceived heroic qualities of charismatics evoke follower adoration when the leader’s activities exemplify acts of heroism involving personal risk and self-sacrificing behavior
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45. Differentiating Between Charismatic and Noncharismatic Leaders (cont'd)
Awareness of Resource Needs and Constraints
Charismatics understand the need to perform a realistic assessment of environmental resources and constraints affecting their ability to effect major change within their organization
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
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46. Behaviors and Attributes of Transformational Leaders
See themselves as change agents
Are visionaries who have a high trust in their intuition
Are risk-takers, but not reckless
Can articulate a set of core values that guide their own behavior
Possess exceptional cognitive skills and believe in careful deliberation before taking action
Believe in people and show sensitivity for their needs
Are flexible and open to learning from experience
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47. Transformational Leader Behaviors
Behavioral Components
Description
Creation and articulation of vision
Leader behavior that is directed at finding new opportunities for the organization; formulating, articulating, and inspiring followers with the vision of a better future
Role modeling
Setting an example for followers that is consistent with the organizational values and expectations
Fostering a “buy in” of team goals
Behavior aimed at encouraging and building teamwork among followers and commitment to shared goals
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48. Transformational Leader Behaviors (cont'd)
Behavioral Components
Description
High performance expectations
Behavior that conveys the leader’s expectations for everyday excellence and superior performance on the part of followers
Personalized leader–member exchange
Behavior that indicates that the leader trusts, respects, and has confidence in each follower, and is concerned about their personal needs, not just organizational needs
Empowerment
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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49. The Transformation Process
Stages
Suggested Activities
Make a compelling case for change
Increase sensitivity to environmental changes and threats
Initiate change and challenge the status quo
Search for opportunities and take risks
Inspire a shared vision
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
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50. The Transformation Process
Stages
Suggested Activities
Lead the transition
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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51. The Transformation Process
Stages
Suggested Activities
Implant the change
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 personnel changes
Appoint a special task force to monitor progress
Encourage top leaders and managers to model the way
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52. The Nature of Stewardship and Servant Leadership
Is employee-focused in that it empowers followers to make decisions and have control over their jobs
Emphasizes (as does servant leadership) a moral foundation of values—patience, kindness, humility, respectfulness, honesty, and commitment
Servant Leadership
Transcends self-interest to serve the needs of others, by helping them grow professionally and personally
Calls for the highest level of selflessness
Agreeableness, active listening, empathy, and integrity
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53. Factors affecting stewardship values
Values of Stewardship
Reward Assumption
Equality Assumption
Decentralization
Teamwork Orientation
Factors affecting stewardship values
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54. 9.5 Exhibit Guidelines to Effective Stewardship
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55. Framework for Stewardship
Strong Teamwork Orientation
Stewardship works best in situations where self- managed teams of core employees and the leader work together to formulate goals and strategies
The leader’s role is less dominant and more supportive of the process
Decentralized decision making and power
Stewardship is realized when authority and decision making are decentralized and brought down to where work gets done and employees interact with customers
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56. Framework for Stewardship (cont'd)
Equality Assumption
Stewardship succeeds best when perceived equality between leaders and followers creates values of honesty, respect, and mutual trust
Reward Assumption
The organization must redesign the compensation system to match rewards to actual performance
Employees properly compensated for more responsibility and authority flourish under stewardship because they are motivated and committed to the organization’s mission
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57. Attributes of Servant Leadership
Being an effective listener
Service to others over self-interest
Helping others discover their inner spirit
Earning and keeping others’ trust
Servant Leadership Attributes
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58. 9.6 Exhibit Attributes of Effective Servant Leadership
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59. Framework for Servant Leadership
Helping Others Discover Their Inner Spirit
Requires empathy to the circumstances of others
Being unafraid to show their vulnerabilities
Earning and Keeping Others’ Trust
Earn trust by being honest and true to their word
Work hard to preserve their integrity
Do not have hidden agendas
Are willing to give up power, rewards, recognition, and control
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60. Framework for Servant Leadership (cont'd)
Service over Self-Interest
The desire to help others, rather than the desire to attain power and control over others
Decisions are made to further the good of the group
Effective Listening
Not imposing their will on the group
Listening carefully to the problems others are facing
Engaging the group to find the best course of action
Expressing confidence and commitment in others more than other types of leaders
© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

61. Key Terms charisma socialized charismatic leader (SCL)
personalized charismatic leader (PCL)
personal meaning
stewardship
servant leadership
transactional leadership
transformational leadership
vision
© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.