Transcript Chapter 11 Slide 11-1 Charisma and Transformational Leadership Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Chapter Goals Slide 11-2  The goal of this chapter is to define charismatic.

Chapter 11
Slide 11-1
Charisma and
Transformational
Leadership
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Chapter Goals
Slide 11-2
 The goal of this chapter is to define
charismatic leadership, review the
research findings on charismatic
leadership, and review two of the
more-popular transformational
leadership theories.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Max Weber
Slide 11-3
 The most important early research on
charismatic leadership was completed by
Max Weber, who maintained that societies
could be identified in terms of one of three
types of authority systems: traditional,
legal-rational, and charismatic.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Traditional Authority
System
Slide 11-4
 The traditions and unwritten laws of
the society dictate who has authority
and how this authority can be used.
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The McGraw-Hill Companies, Inc. © 1999
Legal-Rational Authority
System
Slide 11-5
 Authority derives from society’s belief
in the laws that govern it.
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Charismatic Authority System
Slide 11-6
 Authority stems from the society’s
belief in the exemplary characteristics
of the leader.
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The McGraw-Hill Companies, Inc. © 1999
Theory of Transformational
and Transactional Leadership
Slide 11-7
 James McGregor Burns’s Theory of
Transformational and Transactional
Leadership
focused on the differences between power
versus leadership and charismatic versus noncharismatic leadership
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Theory of Transformational
and Transactional Leadership
Slide 11-8
Cont.
 believed that leadership could take one of
two forma: transactional leadership or
transformational leadership
maintained that power and leadership were
two distinct entities
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The McGraw-Hill Companies, Inc. © 1999
Common Characteristics of
Charismatic and Transformational
Leadership
Slide 11-9
 Vision
 Rhetorical skills
 Image and trust building
 Personalized leadership
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Follower Characteristics
Slide 11-10
 Identification with the Leader and the
Vision
 Heightened Emotional Levels
 Willing Subordination to the Leader
 Feelings of Empowerment
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Situational Characteristics
Slide 11-11
 Crises
 Task Interdependence
 Innovation
 More Receptive to Change
 Organizational Downsizing
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The McGraw-Hill Companies, Inc. © 1999
Bass’s Theory of Transformational
and Transactional Leadership
Slide 11-12
 Transformational leaders possess charismatic-leader
characteristics (vision, rhetorical skills, etc.).
 Transactional leaders do not possess these leader
characteristics, nor are they able to develop strong
emotional bonds with followers or inspire followers
to do more than they thought they could. Instead,
transactional leaders motivate followers by setting
goals and promising rewards for desired
performance.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999