Scope of Leadership

Introduction
Definitions
Any three kinds of Leadership

3)Charismatic Leadership
4) Transactional Leadership
5) Transformational Leadership
Charismatic Leadership

Charismatic Leadership : followers make attributions of heroic or

extraordinary leadership abilities when they observes certain behaviors.

1) Vision & Articulation: CakareFVI[

TsSn³rbs;eKkøayCakarBit c,as;las;
nigGacTTYlyk)an.
2) Personal Risk: CakarlHbg;RbeyaCn¾pÞal;xøÜn

nigGVI²RKb;Ebbya:gedIm,IbuKÁlik.
3) Environmental Sensitivity:
CakarecHbt;Ebnrbs;GñkdwknaMeTAtamb
riyakaskargar nigsgÁm.
4) Sensitivity to Follower needs: yl;BItMél

nigGarmµN¾rbs;buKÁlik.
 Transactional Leadership

Transactional Leadership: leaders who guide or motivate their followers in the

direction of established goals by clarifying role and task requirements

1) Contingent Reward:
KWCakarpþl;nUvrgVan;elIkTwkcitþdl;Gñk
enAeRkambgÁab;Namñak; EdlbMeBj
kargar)anl¥ (good performance staffs).
2) Management by Exception (Active):

CakarsMlwgeXIjeTAq¶ay
ehIyerobcMEpnkaredaHRsay
bBaðaeTAéf¶GnaKteTot.
3) Management by Exception (Passive):
CakaredaHRsaybBaðakñúgry³eBlxøI
 Transformational Leadership

Transformational Leadership: who provide individualized consideration and

intellectual stimulation and who possess charisma.

- Charisma or idealized influence:

karbgðajnUvTsSn³vis½y
rWskmµPaBGVImYyén kardwknaM
edIm,ITTYl)annUvkareKarB
nigTMnukcitþ.
- Inspirational motivation:
begáItviFIsaRsþgay²edIm,IbgðajBIeKal
bMngrbs;eyIg
kñúgkarkarelIkTwkcitþGñkenAeRkamb
gÁab;.
- Intellectual stimulation:
Weber’s Charismatic Leadership

• Influence based on
follower perceptions
that the leader is
endowed with the gift
of divine inspiration or German political economist and sociologist
supernatural qualities. Born: 21 April 1864
Erfurt, Prussian Saxony
Died: 14 June 1920 (aged 56)
Munich, Bavaria
 Self
Verbal Confidence
Skills Moral
Conviction
Vision & Inspires
Articulation Trust
Charismatic
Leader
Characteristics

Empowers High Risk

Others Orientation
Minimum Relational
Internal Power
Conflict Base
 VISION
• The ability to imagine different and better
conditions and ways to achieve them
• Future orientation
• See the difference in how things are and
how they should be
 COMMUNICATIONS SKILLS
• Great rhetorical skills
– Especially oral
– Can speak about the vision and make the followers “see
it”
– Think of MLK,Jr’s “I Have A Dream” speech
– Hitler captivated people, even those who spoke no
German
• Writing, while important, is not as powerful
– Winston Churchill used both masterfully
 SELF CONFIDENCE & MORAL CONVICTION

• Unshakable self confidence

– Passed on to followers
• True faith in the “cause”
• Strong moral beliefs
• Willingness to sacrifice
– Self & followers
 TRUST
• Followers have total trust and belief in the
leader and the “cause”
• Show commitment to followers, who return
it
 ACCEPT RISK
• Willing to be at great personal risk
– Professionally
– Physically
• Willing to risk the followers
• Use unconventional (risky) strategies &
methods to achieve goals
 RELATIONAL POWER
• Charismatic leaders have high referent
and expert power
• Followers feel
– Awe, trust, identification, devotion, common
beliefs, unquestioning acceptance, affection
ABILITY TO MINIMIZE INTERNAL CONFLICT

• Through strength of belief

• With referent power
• Due to follower belief in the leader and the
cause
WILLINGNESS & ABILITY TO EMPOWER

• Know they need the efforts & ideas of

others
• Let the subordinate leaders do those
things they are able to do
• Often take credit for followers’ ideas and
efforts
 EXAMPLES OF PERSONALIZED
CHARISMATIC LEADERS

• Adolph Hitler
• Josef Stalin
• Benito Mussolini
• Charles Manson
• David Koresh
• Rev. James Jones
Compare of: 1) Charismatic Leadership
2) Transactional Leadership
3)Transformational Leadership
 TRANSFORMATIONAL LEADERSHIP

• Focuses on what leaders accomplish, not their

personal characteristics or followers’ reactions
• Serves to change the status quo by articulating
to followers the problems in the current system
and a compelling vision of what a new
organization could be
 Transformational Leaders
• Create & Articulate a Vision
• Set an example for followers consistent with leader
values and beliefs
• Foster a “Buy-in” of Team Goals
• Have High Performance Expectations
• Personalize the Leader-Member Exchange
• Empower followers to think outside the box
 Transformational Leaders
• See themselves as change agents
• Are visionaries with high levels of trust for their organization
• Are risk takers, but not reckless
• Articulate core values that guide their own behavior
• Have exceptional cognitive skills
• Believe in careful planning before taking action
• Believe in people & show sensitivity for their needs
• Are flexible and open to learning from experience
 Transactional vs. Transformational
Leadership

• Transformational-Transactional Leadership
– transactional - leaders who guide or motivate their followers in the
direction of established goals by clarifying role and task requirements
– transformational - inspire followers to transcend their own self-
interests for the good of the organization
• capable of having profound effect on followers
• pay attention to concerns of followers
• change followers’ awareness of issues
• excite and inspire followers to put forth extra effort
• built on top of transactional leadership
• good evidence of superiority of this type of leadership
 • Charismatic Leadership
– charismatic - enthusiastic, self-confident
leader whose personality and actions
influence people
• can articulate a vision for which s/he is willing to
take risks
• sensitive to environmental constraints and follower
needs
• exhibit behaviors that are out of the ordinary
• charismatic leadership correlated with high job
performance and satisfaction among followers
• individuals can be trained to exhibit charismatic
behaviors
© Prentice Hall, 2002 17-24