Transcript Transactional and Transformational Leadership.
Transactional, Charismatic and Transformational Leadership.
What leaders do.
Charisma
The quality of a leader that makes many people want to follow.
Charismatic leadership involves the use of power
Power
The ability to influence people to do things.
Five types of power Coercive – based on punishment Reward – Based on rewards Legitimate –Based on a role Expert – Based on needed knowledge Referent – based on charisma
Halpert’s dimensions
Charisma combines power with task orientation Referent Power Expert Power Job or task involvement
Use of power by leaders
Socialized Charisma Power for social good Personalized charisma Power for personal benefit Office holder Charisma Combines legitimate power with task needs Personal charisma Use referent power to lead
Leadership from a systemic and sociological perspective Leaders Followers Context Relationships
Leadership from a systemic and sociological perspective Leaders and followers form a social system of relationships Interact within a context Leaders Followers Context
Charismatic Leadership
Combines what the leader does (behavior) with what the leader is (characteristics) Focus on the relationship between the leader and the followers.
Charismatic Leadership Characteristics Charismatic leaders high in Dominance Self confidence Need for influence Belief in own values
Charismatic Leadership Behaviors
Goal Articulation A transcendent goal inspires a movement - I have a dream Personal Image Building Behaviors that create impression of competence/success Prove his competence to the followers Leader role modeling of value system Gandhi models self sacrificing behavior of non violence Leader motive arousal behavior Message inspires needs in the followers that are needed to complete the task. (message of love=needs for affiliation=required for bringing together Hindu/Moslems/Christians) Leader communication of high performance expectations of, and confidence in, followers
Follower Behaviors
Characteristics and behaviors of the charismatic leader encourage behaviors in the followers Trust, loyalty, unquestioning acceptance, obedience to the leader Emulation of leader’s value system Acceptance by followers of challenging goals Enhanced self esteem and performance expectations by the followers
The Result
Effective follower performance if the behavior is appropriate to the task being accomplished
Charismatic Leadership Model Robert House
Leader Characteristics
Dominance Sel f Confidence Need for i nfl uence Bel ief i n val ues Goal A rticul ati on Personal Image Bui ldi ng Favorabl e percepti on of the l eader Trust, l oyalty, acceptance and obedi ence Emulation of the l eader's value system Fol lower B ehavi ors Rol e model of value system Leader Behavi ors Motive arousal Arousal of foll ower needs and acceptance of chal lengi ng goal s Hi gh E xpectati ons of and confi dence Enhanced self esteem and performance expectations i n foll owers Effective fol lower performance
Leader-Follower Relationships
Transactional Leadership
Transactional Leadership
Classical management Focus on the leader and the follower Transaction Work for pay Work for psychological benefits (status, recognition or esteem) Requires appropriate role behavior Requires clear goals and appropriate instructions Transactional leadership focuses on the task.
Transactional Leadership
Puts leaders and followers on opposite sides.
Ebb and flow of power and reward depending on follower performance.
High task performance=power and rewards to the follower.
Low task performance=Leader exercises legitimate and coercive power.
Promotes “game-playing”
Transactional Leadership
A demonstration
Transformational Leadership
Transformational leadership
Transforms the environment and the people in it Focuses on building an appropriate context and on enhancing the relationships of people within the system Leader Follower The environment
Transforming the culture
People can be trusted Everyone has a contribution to make Complex problems should be handled at the lowest level Norms are flexable adapting to changing environment Superiors are coaches, mentors, models
Transforming the leader’s behavior
Identifying and articulating a vision
-Behavior on the part of the leader aimed at identifying new opportunities for his or her unit/division/company, and developing, articulating, and inspiring others with his or her vision of the future.
Providing an appropriate model
-Behavior on the part of the leader that sets an example for employees to follow that is consistent with the values the leader espouses.
Fostering the acceptance of group goals
-Behavior on the part of the leader aimed at promoting cooperation among employees and getting them to work together toward a common goal.
Transforming the leader’s behavior
High performance expectations
-Behavior that demonstrates the leader's expectations for excellence, quality, and/or high performance on the part of followers.
Providing individualized support
-Behavior on the part of the leader that indicates that he/she respects followers and is concerned about their personal feelings and needs.
Intellectual stimulation
-Behavior on the part of the leader that challenges followers to re-examine some of their assumptions about their work and rethink how it can be performed.