1. © 2002 Prentice Hall, Inc. Chapter 9 Charismatic and Transformational Leadership

2. © 2002 Prentice Hall, Inc. Learning Objectives _ Understand how the theories of charismatic and transformational leadership differ from earlier leadership theories. _ Understand similarities and differences among the major theories of charismatic and transformational leadership. _ Understand why attributions of charisma are jointly determined by the leader, the followers, and the situation.

3. © 2002 Prentice Hall, Inc. Learning Objectives _ Understand what traits, behaviors, and influence processes are involved in charismatic and transformational leadership. _ Understand why charismatic leadership can result in undesirable consequences for followers and the organization. _ Understand what research methods have been used to evaluate theories of transformational and charismatic leadership.

4. © 2002 Prentice Hall, Inc. Learning Objectives _ Understand the major findings in empirical research on the effects of charismatic and transformational leadership. _ Understand what leaders can do to become more transformational.

5. © 2002 Prentice Hall, Inc. Two Early Theories _ Charisma _ Transforming Leadership

6. © 2002 Prentice Hall, Inc. 4 Kategori Pemimpin Maxwell _ Pemimpin yang Terkemuka _ Dilahirkan dengan kualitas kepemimpinan _ Telah melihat model kepemimpinan sepanjang kehidupannya. _ Telah mempelajari tambahan kepemimpinan melalui latihan. _ Mempunyai disiplin pribadi untuk menjadi pemimpin besar. _ Pemimpin Hasil Belajar _ Telah melihat model kepemimpinan sepanjang kehidupannya. _ Telah mempelajari kepemimpinan melalui pelatihan _ Mempunyai disiplin pribadi untuk menjadi pemimpin besar. _ Pemimpin Laten _ Belum lama ini melihat model kepimpinan. _ Telah mempelajari kepemimpinan melalui latihan _ Mempunyai disiplin pribadi untuk menjadi pimpinan besar. _ Pemimpin yang Terbatas _ Hanya sedikit atau tidak pernah melihat pemimpin _ Hanya sedikit atau tidak pernah mendapat latihan kepemimpinan _ Punya keinginan untuk menjadi pemimpin.

7. © 2002 Prentice Hall, Inc. Attribution Theory of Charismatic Leadership _ Leader Traits and Behaviors _ Influence Processes _ Facilitating Conditions

8. © 2002 Prentice Hall, Inc. Consequences of Charismatic Leadership _ Positive and Negative Charismatic _ Positive: emphasize values, instill devotion to ideology _ Negative: emphasize individual identification, instill devotion to leader individually. _ The Dark Side of Charisma _ Influence trough vision, but excessive optimism make it more difficult for leader to recognize flaws in the vision. _ Effects of Positive Charismatic. _ Single-minded culture creates excessive stress. _ Practical Implications for Organizations _ Risky. Impossible to predict the result when people give to much power to individual.

9. © 2002 Prentice Hall, Inc. Transformational Leadership Transformational leaders use idealized influence, individualized consideration, inspirational motivation, and intellectual stimulation, while transactional leaders use contingent reward, and active and passive management by exception.

10. © 2002 Prentice Hall, Inc. Transactional and Transformational Leadership Contingent Reward Management by Exception (active) Management by Exception (passive) Laissez-Faire Charisma Inspiration Intellectual Stimulation Individual Consideration

11. © 2002 Prentice Hall, Inc. ource Source:Leadership and Organizational development journal 24/1 pg 5 -15, 2003 Boehnke, Bontis

12. © 2002 Prentice Hall, Inc.

13. Merlin Factor _ Ability to see the potential of the present from the point of view of the future. _ Enlist people through out the organization as ambassador who listen, speak, and a act on behalf of the future. _ Absolute commitment to performance breakthrough that explode the existing culture limits on what’s possible – Strategic Intent.

14. © 2002 Prentice Hall, Inc.

15. Guidelines for Transformational Leadership _ Articulate a clear and appealing vision. _ Explain how the vision can be attained. _ Act confident and optimistic. _ Express confidence in followers. _ Use dramatic, symbolic actions to emphasize key values. _ Lead by example. _ Empower people to achieve the vision.

16. © 2002 Prentice Hall, Inc. Transformational vs. Charismatic Leadership Essentially equivalent or distinct but overlapping?

17. © 2002 Prentice Hall, Inc. Group Assignment _ Visioning. _ See the future Car film _ Please produce a press release for CEO Speech. _ Role play.

18. © 2002 Prentice Hall, Inc.. Guidelines for Becoming a Transformational Leader Suggestion Develop a vision that is both clear and highly appealing to followers. Articulate a strategy for bringing that vision to life. State your vision clearly and promote it to others. Show confidence and optimism about your vision. Express confidence in followers’ capacity to carry out the strategy. Explanation A clear vision will guide followers toward achieving organizational goals and make them feel good about doing so. Don’t present an elaborate plan; rather, state the best path toward achieving the mission. Visions must not only be clear but made compelling, such as by using anecdotes. If a leader lacks confidence about success, followers will not try very hard to achieve that vision Followers must believe that they are capable of implementing a leader’s vision. Leaders should build followers’ self-confidence.

19. © 2002 Prentice Hall, Inc. Guidelines for Becoming a Transformational Leader (cont’d) Suggestion Build confidence by recognizing small accomplishments toward the goal. Celebrate successes and accomplishments. Take dramatic action to symbolize key organizational values. Set an example; actions speak louder than words. Explanation If a group experiences early success, it will be motivated to continue working hard. Formal or informal ceremonies are useful for celebrating success, thereby building optimism and commitment. Visions are reinforced by things leaders do to symbolize them. For example, one leader demonstrated concern for quality by destroying work that was not up to standards. Leaders serve as role models. If they want followers to make sacrifices, for example, they should do so themselves.

20. © 2002 Prentice Hall, Inc. Other Conceptions of Charisma _ Psychodynamic Processes _ Social Contagion (Contamination) and Charisma _ Close and Distant Charisma _ Routinization of Charisma

21. © 2002 Prentice Hall, Inc. Self-Concept Theory of Charismatic Leadership _ Indicators of Charisma _ Key Traits and Behaviors _ Influence Processes _ Facilitating Conditions

22. © 2002 Prentice Hall, Inc. Research on the Theories _ Survey Research _ Laboratory Experiments _ Field Experiments _ Descriptive and Comparative Studies _ Intensive Case Studies

23. © 2002 Prentice Hall, Inc. Summary _ Attributions of charisma are the result of an interactive process between leader, followers, and the situation. _ Charismatic leaders can tremendously influence an organization, positively or negatively. _ Transformational leaders induce followers to transcend self interest for the sake of the organization.