charismatic leadership
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Charismatic Leadership. Group member: Pee Kok Choon Jasdave Singh A/L Bhjan Singh Tuan Ikhtiari Bin Tuan Ismail Tan Wei Keat Ong Ban Hock Daud Bin Dalugamin. Outline. Definition of Charismatic Leadership Attribution Theory of Charismatic Leadership - PowerPoint PPT PresentationTRANSCRIPT
UTMUNIVERSITI TEKNOLOGI MALAYSIA
Charismatic LeadershipGroup member:
Pee Kok ChoonJasdave Singh A/L Bhjan SinghTuan Ikhtiari Bin Tuan IsmailTan Wei KeatOng Ban HockDaud Bin Dalugamin
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Outline• Definition of Charismatic
Leadership• Attribution Theory of Charismatic
Leadership• Self-Concept Theory of Charismatic
Leadership• Other Conception of Charisma• Consequences of Charismatic
Leadership
UTMUNIVERSITI TEKNOLOGI MALAYSIA
Definition of Charismatic Leadership
Pee Kok Choon
Charisma• Max Weber (1947)– Endowed with exceptional
qualities
• Occurs during a social crisis
Charismatic Leadership“resting on devotion to the
exceptional sanctity, heroism or exemplary character of an
individual person, and of the normative patterns or order
revealed or ordained by him”
Max Weber
UTMUNIVERSITI TEKNOLOGI MALAYSIA
Attribution Theory of Charismatic Leadership
Jasdave Singh
ATTRIBUTION THEORY OF CHARISMATIC LEADERSHIP
What determines whether I see you as a charismatic leader?
Leader Traits and BehaviorsCharismatic If their vision is quite different If they act in unconventional (new)
ways to achieve their mission If they make self-sacrifices and take
personal risk to achieve their visionConfident about their vision If they use "visioning" and
persuasive appeals to motivate others
Influence ProcessesFollowers desire to please and to
imitate (model/copy) the leader.
Due to internalization of new values and beliefs by followers.
Important for followers to adopt the leader‘s attitudes and beliefs about the work they do
Facilitating ConditionsLeaders are most likely to be
perceived
when there is a crisis
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Self-Concept Theory of Charismatic Leadership
Tuan Ikhtiari
Types of Charismatic Leaders
• Visionary Charismatic Leaders• Through communication ability, the
visionary charismatic leader links followers’ needs and goals to job or organizational goal.
• Crisis-Based Charismatic Leaders• The crisis-produced charismatic
leader communicates clearly what actions need to be taken and what their consequences will be.
Theory of Charismatic Leadership (Shamir, House, & Arthur, 1993)
• Transforms follower’s self-concepts; tries to link identity of followers to collective identity of the organization.• Establish this link by emphasizing
intrinsic rewards & de-emphasizing extrinsic rewards
• Throughout process leaders – Express high expectations for followers– help followers gain sense of self-
confidence and self-efficacy
Behavioral Approach• Use a set of behaviors to define
it• Compare those that are
charismatic with those who are not
• House and Bass’ Propositions:– Leader Behaviors– Leader-Follower relations–Elements of the charismatic
situation
• One of the most important aspects of charismatic and transformational leadership is the personal nature of the leader’s power.–Charismatic leaders are more
sensitive to the emotional states of followers.
–Charismatic leaders tend to be emotionally expressive, especially through such nonverbal channels as their eye contact, posture, movement, gestures, tone of voice, and facial expressions.
• Charisma is probably more a function of the followers’ reactions to a leader than of the leader’s personal characteristics.
• Four unique characteristics of the reactions that followers have toward leaders:– Identification with the leader
and the vision–Heightened emotional levels–Willing subordination to the
leader–Feelings of empowerment
• Situational factors play an important role in determining whether a leader is perceived as charismatic.
• Situational factors believed to affect charismatic leadership: Crises Task interdependence and social
networks Other situational characteristics
–Organizations placing a premium on innovation–Outscoring and organizational downsizing–Time
Quotation• “When dealing with people,
let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion, creatures bustling with prejudices and motivated by pride and vanity.”
–Dale Carnegie
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Other Conceptions of Charisma
Tan Wei KeatOng Ban Hock
Other Conceptions of Charisma
Psychodynamic Processes Social Contagion and Charisma Close and Distant Charisma Routinization of Charisma
Psychodynamic Processes
• Influence process Personal identification ( regression, transference
and projection)
• Leader behaviors Impression management Role-model exemplary behavior Show confidence in followers
• Facilitating conditions Crisis or disenchantment Weak, dependent followers
Social Contagion and Charisma
• Influence process Social contagion
• Leader behaviors Unconventional behavior Role-model exemplary behavior
• Facilitating conditions Crisis or disenchantment
Close and Distant Charisma• According to Shamir (1995):• Distant Charismatics
described in terms of substantive achievements.• Close Charismatics
described in terms of follower motivation, task behavior, and identification with the leader.
Routinization of Charisma• Routinization of Charisma: effort to
perpetuate the charismatic influence on the organization after the leader depart.
– Charisma is temporary phenomenon.
– Charisma is rely on personal identification with the leader.
The Methods of Routinization of Charisma
1. Organize rites and ceremonies to designate a successor.
2. Adjust the administrative structure so that the vision of charismatic leader can be carried out.
3. Create a culture that inherit the vision of the leader by empowerment and internalization of followers.
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Consequences of Charismatic Leadership
Pee Kok ChoonDaud
Positive and negative charismatics
• Consequences for follower
• The leader values and personality– Personalized power orientation– Socialized power orientation
• Follower characteristic– Self-esteem and self-identify
The dark side in charisma• Impressed of the leader reduce
suggestion by followers• Desire for leader acceptance avoid
criticism by followers• Adoration by followers creates
delusions of infallibility.• Excessive confidence and optimism
blind the leader to real dangers.• Denial of problems and failures
reduces organizational learning.
• Risky, grandiose projects are more likely to fail
• Taking complete credit for successes alienates some key followers
• Impulsive, nontraditional behavior creates enemies as well as believers
• Dependence on the leader inhibits development of competent successors
• Failure to develop successors creates an eventual leadership crisis
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Ethical Charismatic Leader–Uses power to serve others–Aligns vision with followers’
needs and aspirations–Considers and learns from
criticism.–Encourages followers to
question leader’s view–Coaches, develops and
supports followers –Relies on internal moral
standards
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Unethical Charismatic Leader
–Uses power only for personal gain–Promotes personal vision–Censures critical or opposing
views–Demands own decisions
accepted without question– Insensitive to follower’s
needs–Relies on convenient external
moral standards
Effects of positives charismatics
• Followers are more likely to experience psychological growth and development of their abilities
• Organizations are more likely to adapt a dynamics, hostile and competitive environment.
Reference• Yukl, G. 2010. Leadership in
Organizations (7 ed.). Prentice Hall: Upper Saddle River, New Jersey.
• Insights of Leaderships. (n.d.). Charismatistic Leadeship. Retrieved from http://insightsonleadership.com/charismatic-leadership/
• Wikipedia. (May, 2012). Charismatic authority. Retrieved from http://en.wikipedia.org/wiki/Charismatic_authority
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