charismatic leadership
Post on 13-Oct-2015
20 Views
Preview:
DESCRIPTION
TRANSCRIPT
-
5/23/2018 Charismatic Leadership
1/42
Chapter 8
Contingency Theories of EffectiveLeadership
-
5/23/2018 Charismatic Leadership
2/42
LPC Contingency Model
CAUSALVARIABLE
Leader 's LPC Score
END-RESULT VARIABLE
Group Performance
SITUATIONAL MODERATOR VARIABLES
Leader-member relations Leader position power Task structure
-
5/23/2018 Charismatic Leadership
3/42
The Path-Goal Theory of
LeadershipCAUSAL VARIABLES
Leader behavior
INTERVENING VARIABLES
Subordinate expectanciesand valences
END-RESULT VARIABLES
Subordinate effortand satisfaction
SITUATIONAL MODERATOR VARIABLES
Characteristics of task and environment
Characteristics of subordinates
FIGURE 8-2: Causal relationships in Path-Goal Theory of Leadership
-
5/23/2018 Charismatic Leadership
4/42
Leadership Substitutes Theory_ Subordinate
Characteristics
_ Task Characteristics
_ Organization
Characteristics
-
5/23/2018 Charismatic Leadership
5/42
The Multiple Linkage Model_ Task commitment
_ Ability and role clarity
_ Organization of the work
_ Cooperation and mutual trust
_ Resources and support_ External coordination
-
5/23/2018 Charismatic Leadership
6/42
Cognitive Resources Theory
SOCIAL STRESS FOR LEADER
LEADER INTELLIGENCE
LEADER EXPERIENCE
DECISIONQUALITY
FIGURE 8-6: Primary Causal Relationships in the Cognitive Resources Theory
-
5/23/2018 Charismatic Leadership
7/42
General Evaluation of
Contingency Theories_ Leader Traits
_ Leader Behavior
_ Situational Variables
_ Intervening Variables
_ Validation Results
-
5/23/2018 Charismatic Leadership
8/42
Applications: Guidelines for
Managers_ Use more planning for a long, complex task.
_ Consult more with people who have
relevant knowledge.
_ Provide more direction to people with
interdependent roles.
_ Provide more direction and briefings when
there is a crisis.
-
5/23/2018 Charismatic Leadership
9/42
Applications: Guidelines for
Managers_ Monitor a critical task or unreliable person
more closely.
_ Provide more coaching to an inexperienced
subordinate.
_ Be more supportive to someone with a very
stressful task.
-
5/23/2018 Charismatic Leadership
10/42
Summary_ The LPC contingency model deals with themoderating influence of three situational
variables on the relationship between a
leader trait (LPC) and subordinate
performance.
_ The path-goal theory examines how aspects
of leader behavior influence subordinatesatisfaction and motivation.
-
5/23/2018 Charismatic Leadership
11/42
Summary_ Leadership substitutes theory identifies
aspects of the situation that make leadership
behavior redundant or irrelevant.
_ The multiple-linkage model describes how a
leader can influence intervening variables to
improve group effectiveness.
-
5/23/2018 Charismatic Leadership
12/42
Summary_ Cognitive resources theory examines the
conditions under which cognitive resources
such as intelligence and experience are
related to group performance.
-
5/23/2018 Charismatic Leadership
13/42
Charismatic Leadership
May the force be with you
-
5/23/2018 Charismatic Leadership
14/42
Chapter Goals The goal of this chapter is to define
charismatic leadership, review theresearch findings on charismatic
leadership, and review two of the
more-popular transformationalleadership theories.
-
5/23/2018 Charismatic Leadership
15/42
Max Weber
The most important early research on
charismatic leadership was completed by
Max Weber, who maintained that societies
could be identified in terms of one of three
types of authority systems: traditional,
legal-rational, and charismatic.
-
5/23/2018 Charismatic Leadership
16/42
Traditional Authority System
The traditions and unwritten laws of
the society dictate who has authorityand how this authority can be used.
-
5/23/2018 Charismatic Leadership
17/42
Legal-Rational Authority System
Authority derives from societys belief
in the laws that govern it.
-
5/23/2018 Charismatic Leadership
18/42
Charismatic Authority System
Authority stems from the societys
belief in the exemplary characteristicsof the leader.
-
5/23/2018 Charismatic Leadership
19/42
Theory of Transformational and
Transactional Leadership
James McGregor Burnss Theory of
Transformational and Transactional
Leadership
focused on the differences between power
versus leadership and charismatic versus non-
charismatic leadership
-
5/23/2018 Charismatic Leadership
20/42
Theory of Transformational and
Transactional Leadership
believed that leadership could take one of
two forms: transactional leadership ortransformational leadership
maintained that power and leadership were
two distinct entities
Cont.
-
5/23/2018 Charismatic Leadership
21/42
Transformational Leadership
Transformational leaders use idealized
influence, individualized consideration,
inspirational motivation, and intellectualstimulation, while transactional leaders
use contingent reward, and active and
passive management by exception.
-
5/23/2018 Charismatic Leadership
22/42
Common Characteristics of Charismatic and
Transformational Leadership
Vision
Rhetorical skills Image and trust building
Personalized leadership
-
5/23/2018 Charismatic Leadership
23/42
Follower Characteristics Identification with the Leader and the
Vision
Heightened Emotional Levels
Willing Subordination to the Leader
Feelings of Empowerment
-
5/23/2018 Charismatic Leadership
24/42
Situational Characteristics Crises
Task Interdependence
Innovation
More Receptive to Change
Organizational Downsizing
-
5/23/2018 Charismatic Leadership
25/42
Basss Theory of Transformational and
Transactional Leadership Transformational leaders possess charismatic-leader
characteristics (vision, rhetorical skills, etc.).
Transactional leaders do not possess these leadercharacteristics, nor are they able to develop strong
emotional bonds with followers or inspire followers
to do more than they thought they could. Instead,
transactional leaders motivate followers by settinggoals and promising rewards for desired
performance.
-
5/23/2018 Charismatic Leadership
26/42
Perspectives on Charisma The Sociological Approach
1. Extraordinary, almost magical talents
2. Crisis situation
3. Radical vision
4. Followers
5. Validation of leader through repeated
success
-
5/23/2018 Charismatic Leadership
27/42
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.
-
5/23/2018 Charismatic Leadership
28/42
Perspectives on Charisma The Psychoanalytic Approach
Intense attraction
Regression
Transference
Projection
What does this say for the followers and for positive
leaders?
-
5/23/2018 Charismatic Leadership
29/42
Perspectives on Charisma The Political Approach
Types of charismatic leaders:
Charismatic giants
Charismatic luminaries
Charismatic failures
Charismatic aspirants
-
5/23/2018 Charismatic Leadership
30/42
Perspectives on Charisma Charismatic leaders increase their power:
Cultural myths
Public address
Concentric circles
-
5/23/2018 Charismatic Leadership
31/42
Perspectives on Charisma The Behavioral Approach
Leader behaviors
Leader-follower relations
The situation
-
5/23/2018 Charismatic Leadership
32/42
Perspectives on Charisma The Attribution Approach
1. Possess a vision that is unique, but
attainable
2. Act in an unconventional, counter-
normative way
3. Personal commitment & risk 4. Confidence & expertise
5. Personal Power
-
5/23/2018 Charismatic Leadership
33/42
Perspectives on Charisma The Communication Approach
Relationship builders
Visionaries
Influence agents
-
5/23/2018 Charismatic Leadership
34/42
Perspectives on Charisma The Dark Side
Differences in:
Power
Vision
Relationship to followers
Communication
Ethics & Morals
-
5/23/2018 Charismatic Leadership
35/42
The Dark Side at Work Failures of vision
Misarticulation of goals
Poor management
Who are the charismatic leaders we canagree on?
-
5/23/2018 Charismatic Leadership
36/42
-
5/23/2018 Charismatic Leadership
37/42
-
5/23/2018 Charismatic Leadership
38/42
-
5/23/2018 Charismatic Leadership
39/42
-
5/23/2018 Charismatic Leadership
40/42
-
5/23/2018 Charismatic Leadership
41/42
-
5/23/2018 Charismatic Leadership
42/42
top related