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

UTMUNIVERSITI TEKNOLOGI MALAYSIA

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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