Charismatic leadershipCharismatic leadership

Presented by:Surbhi AroraSourav GuptaSreenath VijayanSwayan KantSashi GauravRobit Gupta

Evolution of the fieldEvolution of the field

Background forces in business world-

- Types of organizational leaders- Maximum man & Minimum man- Characteristic of leadership. Challenging the status quo Engaging in creative visioning of future Promoting changes in followers

Leader-follower Leader-follower relationshiprelationship

1988 Jane Howell & Robert House identified charismatic behavior applied to leadership

Difference between Leadership & Difference between Leadership & ManagershipManagership

Managership Leadership

Manage resourses in a daily basis

Exhibits supervisory behaviour

Administrate subsystem within organisation

Establish culture Use transactional

influencesSupport status quo

Long term objective for reforming a system

Exibit leading behaviour Innovates for entire

organisationCreate vision and

meaningUse transformational

influencesChallenge the status

quo

Inspirational Approaches to Inspirational Approaches to LeadershipLeadership

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.

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.

Charismatic Leadership Theory

Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

Key Characteristics of Charismatic Key Characteristics of Charismatic LeadersLeaders

1. Vision and articulation. Has a vision—expressed as an idealized goal—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 costs and engage in self-sacrifice to achieve the vision

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

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

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

Bernard Bass & Full Range Leadership Bernard Bass & Full Range Leadership ModelModel

Core assumptions of self-interest and personal development

Transactional leadership◦ transactional leaders respond to followers’

immediate self-interests ◦ leader identifies with what followers want & helps

them achieve level of performance that results in rewards that satisfy them

Transformational leadership ◦ leaders influence workforces to go beyond simple

self-interests◦ leader has ability to inspire and motivate followers

to achieve results greater than originally planned and for internal rewards

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Bass’s Research on Bass’s Research on Transactional & Transformational Transactional & Transformational LeadershipLeadershipTransformational leadershipTransformational leadership• Idealized influence - charisma• Inspirational motivation• Intellectual stimulation • Individualized consideration

Transactional leadershipTransactional leadership• Contingent rewards &

Constructive transactions• Management by exception• Laissez-faire leadership

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Full Range of Leadership Full Range of Leadership ModelModel

Jay Conger and EmpowermentJay 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 LeadershipCharisma & Transformational Leadership

Bass’s model examined using Multifactor leadership Questionnaire (MLQ)

Two similar and differentiable leadership styles? ◦ Idealisation of leader◦ Inspirational content of leader’s words or vision◦ Together a measure of charismatic leadership style

Provides an expanded picture of leadership that includes the exchange of rewards & leader’s 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 transactional

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The Dilemma of CharismaThe Dilemma of Charisma

 

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Think 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?

Conger-kanaungo charismatic Conger-kanaungo charismatic leadership questionnaireleadership questionnaire

Four leaders at CarmaxTom Foliard, CEO and President Cliff Woods, Vice President of

MerchandisingMike Otte, Regional Vice President of

Traditional SystemsSean Ramage, Director of Management

Training

Conger-kanungo charismaticConger-kanungo charismaticleadership questionnaireleadership questionnaire

Conger-kanaungo charismatic Conger-kanaungo charismatic leadership questionnaireleadership questionnaire

Rating scale6 = Very Characteristic5 = Characteristic4 = Slightly Characteristic3 = Slightly Uncharacteristic2 = Uncharacteristic1 = Very Uncharacteristic

Conger-kanungo charismatic Conger-kanungo charismatic leadership questionnaireleadership questionnaire

Impression managementImpression managementWit

WillingnessAbility

Impression managementImpression managementTom Folliard, CEO & President of CarMax

“once a crisis stage is reached, the leader exerts greater personal control and becomes less ableto hear the counsel of advisors or staff memberswho might be helpful."

Flaws with charismatic Flaws with charismatic leadersleadersmanipulation through Impression

management and communication skillsmanagement practices that become

liabilitiesManaging Upwards and SidewaysRelationships with SubordinatesAdministrative SkillsSuccession Problems

Conger - Dark Side of LeadershipConger - Dark Side of Leadership

Conger warns of dangers associated with high-profile leadership practices

Looks at leaders first hailed as exemplary & later as misguided or morally suspect

Leader’s distort vision to meet egocentric ambitionsLeader develops sense of invulnerability & belief in

‘rightness’ of their visionFailure of charismatic leader due to:

◦ Commitment to vision – shift to single-minded obsessiveness

◦ Authentic communication – with vision as extension of leader’s personality needs communication is les authentic

◦ Style of charismatic leader – exclusion and stereo-typing

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James McGregor Burns on EmpowermentJames McGregor Burns on Empowerment

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 leadership◦ The ethical dimension◦ Social values◦ Socially desired goals

Initiating acts trigger value-laden reactions by individuals acting out three roles

Dilemmas of empowerment◦ who empowers who? ◦ To whose purpose?

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Jim Collins on the Fifth Level LeaderJim Collins on the Fifth Level LeaderBeyond CharismaBeyond 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 – Individual‘s 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)

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SummarySummary

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’.

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