Chapter Six

Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 1

Chapter SixNew Models for Leadership: Neo-charisma, Inspiration, and the Relationship with Followers1Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 2

Learning ObjectivesDescribe the various leader, follower, cultural, and situational characteristics that contribute to charismatic leadershipExplain the positive and negative impacts of charismatic leadership on organizationsDistinguish between transactional and transformational leadershipUnderstand the key role of contingent reward and the impact of management by exceptionPresent the elements of transformational leadership and their impact on followers and organizationsDescribe the elements of value-based and spiritual leadershipIdentify the components of authentic leadership and the impact of this leadership on followers and organizations2Charismatic people just fucking draw people in-it thingLeadership tends to emerge in crisis/perceived crisis

Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 3

Neo-Charismatic LeadershipAllow for consideration of role of inspiration and visionFocus on role of leader in creating and implementing changeConsiders leaders at top levels of organizationsProvides potential integration with upper echelon leadership3Charisma= divine gift of grace(translation)Charismatic leaders typically have a goddamn vision-not necessarily clear/coherent-usually discrepant from status quo(ie vision=change); people must want change/be unhappy w/current situation to need this-change must make major difference w/o necessarily being radical; leader must articulate how will implement/create changeCharismatic leaders usually emerge during crisis; power= ability to implement change; must influence others & convince them to do shit to get vision achievedAs people advance in org., legitimate, coercive, expert, referent(possibly) & reward power increasePower can help ppl create vision & implement it; any leader will have opponents & supporters(no FUCKING SHIT)-people more strongly for/against w/charismatic leadersChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 4

Requirements of Charismatic LeadershipThe situationFollowersLeaderCharismaticLeadership4Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 5

Characteristics of Charismatic Leaders High self-confidence Strong convictions about ideas High energy and enthusiasm Expressive Excellent communication Active image-building5Emotional contagion: when 1 person in a group very happy/sad/whatever, rest of group becomes more happy/sad/whatever-charismatic leaders self-confidence contagiousActive image building boosts leaders image as competent, able, etc.Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 6

Characteristics of Followers of Charismatic LeadersHigh degree of respect and esteem for the leaderLoyalty and devotion to the leaderAffection for the leaderHigh performance expectationsUnquestioning obedience6Ppl following charismatic leader go above & beyond for them b/c of respect, esteem-loyalty to leader personally & their visionFollowers have high expectations of selves b/c accept leaders high goals for themChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 7

The Charismatic Situation: External FactorsSense of actual or imminent crisisPerceived need for changeOpportunity to articulate ideological goalAvailability of dramatic symbolsOpportunity to articulate followers role7Dramatic symbols=fucked up shit like attacks during civil rights marches

Articulate followers role-commemorate their actionsChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 8

Organizational life cycle (early and late)Complex task No external reward availableFlexible and organic structureNon-bureaucratic culturesThe Charismatic Situation: Internal Factors8Early on: People look to person w/clear goal & visionLate on: People want new change b/c shit stagnantComplex task: Look for person w/solution & way to implement it-someone to do shit & make hard/complex decisionsCharisma important in absence of external reward-respect/esteem from leader becomes rewardCharismatic leader can help w/times of change, ie advances in technology/product design-structure must fit w/what works for organizationNon-Bureaucratic cultures: People do what theyre told & cant question-so charismatic leaders needed more than otherwiseChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 9

Universally Positive Cross- Cultural Attributes of LeadershipEncouraging and positiveMotivationalDynamic Having integrity Being trustworthyTeam builderDecisiveIntelligentCommunicatorWin-win problem solver

9These attributes seen as good a-x cultures.Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 10

Universally Negative Cross- Cultural Attributes of LeadershipBeing a lonerBeing non-cooperativeRuthlessNon-explicitIrritableDictatorial 10These fucking bad a-x all cultures(NO SHIT)Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 11

Culturally Contingent Leadership AttributesRisk-takingEnthusiasmHow vision is communicatedWhat constitutes good communicationHow much leader is seen as equal 11Whether these good/bad depends on cultureHow vision communicated: in terms of aggressiveness/passivenessGood communication: tone of voice, how vague/specifically its said, can go w/how vision is communicatedChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 12

Ethical and Unethical CharismaUnethical CharismaUses power for personal gainPromotes own visionClosed to criticismTop-down communicationInsensitive to followersEthical CharismaUsed power to serve othersMatches vision to follower needsOpen to feedback Develops followersEncourages thinking12Ethical charisma: There to help the group(goal), encourage thinking & support thinkingUnethical : Advance their own goals & vision, only care about followers enough to keep followers support in achieving own goalsFollowers of charismatic leaders will take much more shit from leader w/o complainingNot clear whether un/ethical leaders actually care about followersChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 13

Transactional and Transformational LeadershipTransactionalFocus on day-to-day activitiesExchange between leader and followers TransformationalFocused on changeEmotional bond between leader and followers13Day-to-day things neednt be explained/defined in terms of master plan in transactional approach; contingent reward used in transactional leadership-mostly just gets compliance; Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 14

Transactional Leadership Contingent RewardLeader provides rewards in exchange for performanceCan be very productiveManagement by Exception (MBE)Leader gets involved only to correct and provide negative feedbackGenerally not effective14MBE does NOT reward for good performanceChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 15

Factors in Transformational Leadership Transformational LeadershipCharisma and InspirationOvercome resistanceto changeIntellectual StimulationNew ideas andempowermentIndividualConsiderationMotivate and encourage15Treat employees like they matter=individual considerationChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 16

Implications of Transformational leadershipLeaders must project confidence in followers abilityA clear vision is essentialEncourage creativity; empower followers, reward experimentation, and tolerate mistakesSet high performance expectationsEstablish personal connection with followers 16Should learn from mistakesPersonal connection=emotional intelligenceChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 17

Elements of Spiritual and Value-Based LeadershipFocusing on how leaders and followers tap into their own personal values to create changeIntegrity and honesty are two important valuesEthical leaders are fair and consider personal and organizational implications of their decisions and actionsClosely linked to transformational and authentic leadership17Ex: MLK used religious values in his thingConspiracy theorists sometimes use thisChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 18

Authentic LeadersUnderstand their own purposePractice solid valuesLead with their heartConnect with followersDemonstrate self-discipline18They do whatever they expect of their followers as minimumChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 19

Continuum of Authentic LeadershipCore ValuesIdentityPreferencesEmotionsAuthenticLeader:Has strongarticulated values that guidedecisions andbehaviorsPerson withoutarticulated values;Behaviorguided by externalfactorsPerson with limited or somearticulated values; Behavior guided by combinationof internal values and external pressures19Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 20

Components of Authentic LeadershipSelf-awareness of internal statesUnbiased or balanced consideration of issuesBehaviors that are reflections of personal valuesRelational authenticity and ability to disclose and share information about self20Balanced consideration = can see both sidesChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 21

Implications of Value-Based LeadershipFocus on values (integrity)Can address followers emotional needsLeaders must focus on areas of strengths, rather than correcting their weaknessesAuthentic leadership may be the root of charismatic and transformational leadership concepts21Diffusion of responsibility: More spread out authority means less likely that any 1 individual steps forward-if no1 steps forward against wrong shit means that the behavior is OKgChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 22

Leadership Challenge

Recognize the potential for negative charismatic leadershipSilence indicates acceptance; however complaining may not workSelf-preservation is primaryBuild reputation for competence Guard your integrity Ask for transfer22Taking advantage of others only necessarily works in short termAsk for transfer if shits going really badChapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 23

Leading Change:Richard Branson

Focus on making a differenceLeaders must bring out the best in followersEncourage employee and listen to themFind the right match between the person and the job to motivate followers23Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall 24

Leadership in Action:Andrea Jung

First female CEO of AvonDetermination and confidencePassion for the businessStrong delegationBuilds consensus24