Charismatic and Transformational
Leadership
Copyright© 2013 Pearson Education
Leadership in Organizations
12-1
After studying this chapter, you should be
able to:
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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 how attributions of charisma are
jointly determined by the leader, the followers,
and the situation.
Copyright© 2013 Pearson Education
Leadership in Organizations
12-2
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Understand what traits, behaviors, and
influence processes are involved in charismatic
and transformational leadership.
Understand the benefits and costs of
charismatic leadership for followers and the
organization.
Understand how to apply the theories to
become more effective as a leader.
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Leadership in Organizations
12-3
Understand how the theories of
charismatic and transformational
leadership differ from earlier
leadership theories
Copyright© 2013 Pearson Education
Leadership in Organizations
12-4
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Emotional and symbolic aspects of leadership
Follower perceptions of leader qualities
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Leadership in Organizations
12-5
• Understand similarities and
differences among the major
theories of charismatic and
transformational leadership
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Leadership in Organizations
12-6
Charisma
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Max Weber – Divinely inspired gift
Social crisis
Radical vision offering a solution
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Leadership in Organizations
12-7
Transforming Leadership
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Political leadership
Appeals to followers’ moral values, raises
consciousness and mobilizes energies
Contrasts with transactional leadership which
appeals to followers’ self-interest and exchange
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Leadership in Organizations
12-8
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One of the most important issues for leadership
scholars is the extent to which transformational
leadership and charismatic leadership are
similar and compatible.
Some theorists treat the two types of leadership
as essentially equivalent, whereas other
theorists view them as distinct but overlapping
processes.
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Leadership in Organizations
12-9
Understand how attributions of
charisma are jointly determined by
the leader, the followers, and the
situation
Copyright© 2013 Pearson Education
Leadership in Organizations
12-10
Follower attributions of charisma depends on
leader behavior
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Novel and appealing vision
Emotional appeal to values
Unconventional behavior
Self-sacrifices
Confidence and optimism
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Leadership in Organizations
12-11
Follower attributions of charisma depends on
aspects of the situation
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Follower anxiety
Follow disenchantment
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Leadership in Organizations
12-12
Understand what traits, behaviors,
and influence processes are
involved in charismatic and
transformational leadership
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Leadership in Organizations
12-13
Attribution theory
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Behaviors?
Influence processes?
Facilitating
conditions?
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Self –concept theory
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Traits & behaviors?
Influence processes?
Facilitating
conditions?
Leadership in Organizations
12-14
ORIGINAL THEORY
BEHAVIORS
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Idealized influence
Intellectual
stimulation
Individualized
consideration
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REVISED THEORIES’
BEHAVIORS
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Inspirational
motivation
Idealized influence
behavior
Idealized influence
attributions
Leadership in Organizations
12-15
ORIGINAL THEORY
BEHAVIORS
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Contingence reward
Passive management by
exception
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REVISED THEORIES’
BEHAVIORS
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Active management by
exception
Laissez-faire
Leadership in Organizations
12-16
Understand the benefits and costs
of charismatic leadership for
followers and the organization
Copyright© 2013 Pearson Education
Leadership in Organizations
12-17
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Personalized power orientation
Instill devotion to themselves
Use ideological appeals to gain power
Seek to dominate and subjugate
Centralize authority
Use punishment and rewards to manipulate
Restrict information
Self-glorifying decisions
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Leadership in Organizations
12-18
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Risky decisions can result in serious failures
Make more determined enemies
Excessive optimism blinds the leader to
strategic flaws
Close identification with vision undermines
objective evaluation
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Leadership in Organizations
12-19
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Judgment may not be questioned
Reject evidence of an unrealistic vision
Followers can be inhibited from suggesting
improvements
Alienate or polarize people
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Leadership in Organizations
12-20
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Socialized power orientation
Instill devotion to ideology
Emphasize internalization
Self-sacrifice
Lead by example
Delegate authority
Shared information
Participative decision-making
Rewards used to reinforce
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Leadership in Organizations
12-21
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Follower growth and development
Environmental adaptation
Achievement-oriented culture
High-performing system
Clearly understood mission
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Leadership in Organizations
12-22
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Mission embodies social values
Empowerment
Open communication
Shared information
Structures and systems support mission
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Leadership in Organizations
12-23
Understand how to apply the
theories to become more effective
as a leader
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Leadership in Organizations
12-24
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Survey studies
Laboratory and field experiments
Comparative biographical studies
Intensive case studies
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Leadership in Organizations
12-25
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Articulate a clear and appealing vision
Explain how vision can be attained
Act confident and optimistic
Express confidence in followers
Use symbolic actions to emphasize values
Lead by example
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Leadership in Organizations
12-26