1. Chapter Six
New Models for Leadership: Neo-charisma, Inspiration, and the Relationship with Followers

2. 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

3. Requirements of Charismatic Leadership
Followers
The situation
Charismatic
Leadership

4. Characteristics of Charismatic Leaders
High self-confidence
Strong convictions about ideas
High energy and enthusiasm
Expressive
Excellent communication
Active image-building

5. Characteristics of Followers of Charismatic Leaders
High degree of respect, esteem and affection for the leader
Loyalty and devotion to the leader
High performance expectations for selves and for the leader
Unquestioning obedience

6. 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

7. The Charismatic Situation: Internal Factors
Organizational life cycle (early and late)
Complex task
No external/extrinsic reward available
Flexible and organic structure
Non-bureaucratic cultures

8. Universally Positive Cross- Cultural Attributes of Leadership
Encouraging and positive
Motivational
Dynamic
Has integrity
Trustworthy
Team builder
Decisive
Intelligent
Communicator
Win-win problem solver

9. Universally Negative Cross- Cultural Attributes of Leadership
Being a loner
Being uncooperative
Ruthless
Non-explicit
Irritable
Dictatorial

10. Culturally Contingent Leadership Attributes
Risk-taking
Enthusiasm
How vision is communicated
What constitutes good communication
Whether leader is seen as equal

11. Ethical and Unethical Charisma
Uses power to serve others
Matches vision to follower needs
Open to feedback
Develops followers
Encourages thinking
Unethical Charisma
Uses power for personal gain
Promotes own vision
Closed to criticism
Top-down communication
Insensitive to followers

12. Transactional and Transformational Leadership
Focus on day-to-day activities
Exchange between leader and followers
Transformational
Focused on change
Emotional bond between leader and followers

13. 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

14. Transformational Leadership
Factors in Transformational Leadership
Intellectual
Stimulation
New ideas and
empowerment
Individual
Consideration
Motivate and
encourage
Charisma and
Inspiration
Overcome resistance
to change
Transformational Leadership

15. 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

16. Elements of Spiritual and Value-Based Leadership
Focusing on how leaders and followers tap into their own personal values to create change
Example: Procter & Gamble under John Pepper
Closely linked to transformational and authentic leadership

17. Authentic Leaders Understand their own purpose
Have solid, unwavering personal and professional values
Make value-based decisions
Demonstrate self-discipline
Relational authenticity and ability to disclose and share information about self

18. Continuum of Authentic Leadership
Has strong
articulated
values that guide
decisions and
behaviors
Core Values
Identity
Preferences
Emotions
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