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Transcript of Charismatic leadership

Charismatic leadership

Presented by: Surbhi Arora Sourav Gupta Sreenath Vijayan Swayan Kant Sashi Gaurav Robit Gupta

Evolution of the fieldBackground forces in business world- Types of organizational leaders - Maximum man & Minimum man - Characteristic of leadership.y y y

Challenging the status quo Engaging in creative visioning of future Promoting changes in followers

LeaderLeader-follower relationship1988 Jane Howell & Robert House identified charismatic behavior applied to leadership

Managership

Leadership

y y y y y y

Manage resourses in a daily basis Exhibits supervisory behaviour Administrate subsystem within organisation Establish culture Use transactional influences Support status quo

y y y y y y

Long term objective for reforming a system Exibit leading behaviour Innovates for entire organisation Create vision and meaning Use transformational influences Challenge the status quo

Difference between Leadership & Managership

Inspirational Approaches to LeadershipCharismatic Leadership TheoryFollowers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

Charismatic leaders:1. Have a vision. 2. Are willing to take personal risks to achieve the vision. 3. Are sensitive to follower needs. 4. Exhibit behaviors that are out of the ordinary.

Key Characteristics of Charismatic Leaders1. Vision and articulation. Has a vision expressed as an idealizedgoal that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others

2. Personal risk. Willing to take on high personal risk, incur high costsand engage in self-sacrifice to achieve the vision

3. Environmental sensitivity. Able to make realistic assessments ofthe environmental constraints and resources needed to bring about change

4. Sensitivity to follower needs. Perceptive of others abilities andresponsive to their needs and feelings

5. Unconventional behavior. Engages in behaviors that are perceivedas novel and counter to norms

Bernard Bass & Full Range Leadership Modely

Core assumptions of self-interest and personal development

y

Transactional leadershiptransactional leaders respond to followers immediate selfinterests leader identifies with what followers want & helps them achieve level of performance that results in rewards that satisfy them

y

Transformational leadershipleaders influence workforces to go beyond simple selfinterests leader has ability to inspire and motivate followers to achieve results greater than originally planned and for internal rewards7

Basss Research on Transactional & Transformational LeadershipTransformational leadership

Idealized influence - charisma Inspirational motivation Intellectual stimulation Individualized consideration

Transactional leadership

Contingent rewards & Constructive transactions Management by exception Laissez-faire leadership

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Full Range of Leadership Model

Jay Conger and Empowerment

Appreciation of dilemmas associated with empowerment Theoretical rationale based on social learning theory Individuals feel empowered through experience of

Evidence that they are actually being successful Recognition of progress, by words of encouragement General emotional support Powerful role models

Creative jolts to expectations Jolt followers out of sense of negativity & behavioural impotence through act of leadership12

Charisma & Transformational LeadershipBasss model examined using Multifactor leadership Questionnaire (MLQ) y Two similar and differentiable leadership styles?y

Idealisation of leader Inspirational content of leaders words or vision Together a measure of charismatic leadership styley

Provides an expanded picture of leadership that includes the exchange of rewards & leaders attention to growth of followers Places a strong emphasis on followers needs, values, and morals - motivated to transcend self-interests for good of team Best leaders are both transformational and transactional13

y

y

The Dilemma of CharismaThink about the following questions What does being charismatic mean to you? Have you ever met a person whom you would describe as charismatic? What qualities made this person so special? Would you be happy with her/him as a leader of your organization? Why? Do you believe you possess some of the qualities of a charismatic person? Are there ways you can acquire charismatic qualities?14

CongerConger-kanaungo charismatic leadership questionnaireFour leaders at Carmax Tom Foliard, CEO and President Cliff Woods,Vice President of Merchandising Mike Otte, Regional Vice President of Traditional Systems Sean Ramage, Director of Management Training

CongerConger-kanungo charismatic leadership questionnaireTom Folliard, CEO

Cliff Wood,Vice President of Merchandising

Service Operations

Business Operations

Sales

Mike Otte, Regional Vice President of Traditional Systems

Store Operations and Training

Sean Ramage, Director of Management Training

CongerConger-kanaungo charismatic leadership questionnaireRating scale 6 = Very Characteristic 5 = Characteristic 4 = Slightly Characteristic 3 = Slightly Uncharacteristic 2 = Uncharacteristic 1 = Very Uncharacteristic

CongerConger-kanungo charismatic leadership questionnaire

Impression managementWit Willingness Ability

Impression managementTom Folliard, CEO & President of CarMax

Always willing to be the butt of the joke at his personal cost Uses natural wit and sense of humor to draw followers in to his ideas

Assess the environment and has a unique ability to motivate ordinary people do things they wouldnt ordinarily do

once a crisis stage is reached, the leader exerts greater personal control and becomes less able to hear the counsel of advisors or staff members who might be helpful."

Flaws with charismatic leadersy y y y y y

manipulation through Impression management and communication skills management practices that become liabilities Managing Upwards and Sideways Relationships with Subordinates Administrative Skills Succession Problems

Conger - Dark Side of Leadershipy y y y y

Conger warns of dangers associated with high-profile leadership practices Looks at leaders first hailed as exemplary & later as misguided or morally suspect Leaders distort vision to meet egocentric ambitions Leader develops sense of invulnerability & belief in rightness of their vision Failure of charismatic leader due to:Commitment to vision shift to single-minded obsessiveness Authentic communication with vision as extension of leaders personality needs communication is les authentic Style of charismatic leader exclusion and stereo-typing23

James McGregor Burns on Empowermenty y y

Burns is pioneer of transformational leadership Transforming nature of a leadership act understood through unexpected and individualistic action of individual Leadership roles exist in web of relationships which offer insights into how values impact on leadershipThe ethical dimension Social values Socially desired goals

y y

Initiating acts trigger value-laden reactions by individuals acting out three roles Dilemmas of empowermentwho empowers who? To whose purpose?24

Jim Collins on the Fifth Level Leader Beyond Charisma

Collins examined features of exceptional companies From 1400 companies eleven chosen as showing sustained excellence. The strongest differentiating factor of these companies termed level five leadership

Level 1 Individuals talent, knowledge, & skills are key contribution Level 2 Leadership as collaborative team efforts Level 3 Competent manager, effectively organizes towards predetermined goals Level 4 Effective leader, promoting commitment to compelling vision & high performance standards Level 5 Executive builds great companies, exercising of personal humility combined with assertiveness (willfullness)25

Summaryy y y y

y y

Fundamental map - charismatic leadership & relationship with new leadership thinking Transformational leadership contrasted with economic exchange models of transactional leadership Exposes mechanisms through which leaders manage change Bass presents each leaders as having elements across a range of leadership styles. Transformational leaders incorporate some transformational behaviours Transformation maps imply leadership development is possible at all organizational levels Acceptance of charismatic leader ignores the dilemma of the self-seeking and destructive leader who is taken on trust.26