TRANSFORMATIONAL

LEADERSHIP
 Transformational Leadership
Description

• Process - TL is a process that:

– changes and transforms individuals
– frequently incorporates charismatic
and visionary leadership
• Influence - TL involves an exceptional
form of influence that moves
followers to accomplish more than
what is usually expected of them
 Transformational Leadership
Description
• Core elements - TL
– is concerned with emotions, values, ethics,
standards, and long-term goals
– includes assessing followers’ motives, satisfying
their needs, and treating them as full human
beings

• Encompassing approach – TL
– describes a wide range of leadership influence
• Specific: one-to-one with followers
• Broad: whole organizations or entire cultures
– follower(s) and leader are inextricably bound
together in the transformation process
 Types of Leadership Defined
James McGregor Burns (1978)
Transformational Leadership
– Emphasized the difference between sources of authority
– includes raising the level of morality in others
 Two types of leadership
– Transactional – contractual management
– Transformational (transforming) – “occurs when one or more
persons engage with others in such a way that leaders and followers
raise one another to higher levels of motivation and morality” (1978)
– Pseudo transformational – personalized leadership
Types of Leadership Defined
Burns (1978)
Focuses on the Process of
exchanges engaging with others Focuses on the
that occur to create a connection that leader’s
between leaders increases own interests
and their followers motivation and morality in rather than the
both the leader and the interests of their
follower followers

TRANSACTIONAL

TRANSFORMATIONAL
PSEUDOTRANSFORMATIONAL
 Types of Leadership Defined
Burns (1978)

Focuses on the - No new taxes = votes.

exchanges - Sell more cars = bonus.
that occur - Turn in assignments = grade.
between leaders - Surpass goals = promotion.
and their followers …

The exchange dimension is so

common that you can observe it at all
walks of life.

TRANSACTIONAL
Types of Leadership Defined
Burns (1978)
 Leaders who are
– transforming but in a negative
Focuses on the
leader’s way
– self-consumed, exploitive, power-
own interests rather
than the interests of oriented, with warped moral values
their followers  includes leaders like
 Adolph Hitler
 Saddam Hussein

PSEUDOTRANSFORMATIONAL
Types of Leadership Defined
Burns (1978)
Leader is attentive to the needs and
motives of followers and tries to help
followers reach their fullest potential.
Process of
engaging with others
to create a connection
that increases
motivation
Mohandas Gandhi – raised the hopes
and morality in both the
and demands of millions of his people
leader and the follower
and in the process was changed
himself

TRANSFORMATIONAL
Types of Leadership Defined
Burns (1978)
Leader is attentive to the needs and motives of
followers and tries to help followers reach their
fullest potential.
Process of
engaging with others
Org. example - A manager attempts to create a connection
that increases
to change his/her company’s
motivation
corporate values to reflect a more and morality in both the
humane standard of fairness & leader and the follower
justice – In the process both
manager & followers may emerge
with a stronger & higher set of
moral values

TRANSFORMATIONAL
 Transformational Leadership &
Charisma
Definition

• Charisma - A special personality characteristic that gives a

person superhuman or exceptional powers and is reserved for a
few, is of divine origin, and results in the person being treated as
a leader (Weber, 1947)
• Charismatic Leadership Theory (House, 1976)
• Charismatic leaders act in unique ways that have specific charismatic effects on their
followers
• Charisma = Divinely Inspired Gift
• Unclear Interaction between Leader Attributes, Follower Perceptions, and Situational
Constraints
• Pro-Social or Pro-Self Charismatic Leaders
• Desire to Serve Self-Interests over the Establishment of Achievement Oriented
Cultures
 Charisma Relationship

• Charismatic Leadership involves the ATTRIBUTIONS made by group

members about the characteristics of leaders and the results they achieve.

• When group members PERCEIVE a leader to have a certain characteristic,

the leader will more likely be perceived as charismatic.

• Charismatic leaders use impression management to cultivate their

relationships with group members.

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Types of Charismatic Leaders

• Socialized Charismatics
• Restrain the use of power in the interest of others.
• Personalized Charismatics
• Use power to serve their own interests.
• Office-Holder Charismatics
• Attain their charisma chiefly from the position they hold.
• Personal Charismatics
• Gain esteem from others’ faith in them as people – independent of the office
or position they hold.
• Divine Charismatics
• Once defined by the theological concepts of possessing divine grace, but now
by mysticism, narcissism, or magnetism qualities.
• Celebrity Charismatics
• Overlap their public celebrity with socialized & personalized traits.

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Models of Charismatic Leadership

• Jay Congers (1987) proposed a four stage model of charismatic

leaders; they include:
• Stage one – continuous assessment of the environment, adapting
and formulating a vision which is solution-oriented and very different
from the status-quo
• Stage two – communication this vision to his followers through
emotional appeals laced with symbolism, passion, and emotion.
• Stage three – working on building trust based on integrity established
by the demonstration of honesty and consistency of action, and
commitment with followers through exhibition of technical expertise.
• Stage four – serving as a role model by demonstrating the means to
achieving the vision
Stage: 1 Non-Charismatic Leaders Charismatic Leaders

Environmental Low High

Sensitivity
Relation to Agree with and maintain Intolerance with short-
status quo status quo comings in status quo and
search for opportunities to
change it

Stage: 2 Lack of vision or mission orientation Strong vision or mission

Future goals orientation
Likableness Shared perspective makes the Shared perspective plus
executive likable idealized vision makes the
executive adorable
Articulation Weak articulation of goals and Strong articulation of goals
motivation to lead and motivation to lead
(inspirational)
Stage: 3 Low risk, conventional High risk, use of
Behavior and Conforming unconventional tactics

Trustworthiness Disinterested advocacy in Passionate advocacy

persuasion attempts through personal examples

Expertise Use of conventional means Use of unconventional

means and critiquing
convention of means
Theory of Charismatic Leadership (House, 1976)
Charismatic Leadership

• Charisma = Divinely Inspired Gift

• Unclear Interaction between Leader Attributes, Follower Perceptions,
and Situational Constraints
• Pro-Social or Pro-Self Charismatic Leaders
• Desire to Serve Self-Interests over the Establishment of Achievement
Oriented Cultures
Charismatic Leader Influence
• Leader Characteristics
• High nPow and Self Esteem
• Strong Positive Impression
Management
• Articulate Ideological Vision
• Role Models
• Communicate High Expectations
• Arouse Motivation
• Follower Attributions
• Non Status Quo Vision
• Unconventional Methods
• Self-Sacrificing
• Confident and Assured
• Rational Persuasion and
Inspirational Appeals
• Flash in the Pan
• Charismatic Leaders are Change
Agents at Pivotal Moments
Perspectives on Charisma

• The Attribution Approach

• 1. Possess a vision that is unique, but attainable
• 2. Act in an unconventional, counter-normative way
• 3. Personal commitment & risk
• 4. Confidence & expertise
• 5. Personal Power

The Communication Approach

Relationship builders
Visionaries
Influence agents
Differences

• Charismatic Leadership: A leadership approach that reins itself on

the leader's charm and attraction which creates inspiration and
devotion among the followers towards the leader.
• Transformational Leadership: A leadership approach that causes a
change in individuals and social systems through a collective vision.
• Charismatic Leadership: People believe charismatic leaders are born
and not made.
• Transformational Leadership: Transformation leaders are adaptive
leaders and mostly are trained to become leaders.
• Charismatic Leadership: Charismatic leaders may not want to change
anything in the organization.
• Transformational Leadership: Transformational Leaders have a basic
focus of transforming the organization and their followers.
• Benefit Sharing:
• Charismatic Leadership: Charismatic leaders tend to work more
towards their personal benefit and image building.
• Transformational Leadership: Transformational leaders tend to work
more for the betterment of the organization and their followers.
• Succession:
• Charismatic Leadership: Charismatic leaders are hard to replace.
• Transformational Leadership: Transformational leaders will be
replaced by the next in line commandment officer in the organization
if they are trained well.
•
Charisma: A double Edged Sword

•
Charisma can make or ruin (positive and negative outcomes) Be careful
in hero worship Personal motives or organization interest Valuation
theory proposes that two basic motives drive an individual 1) self
glorification motive based on self enhancement 2) self transcendence
motives based on collective interest give meaning through supportive
relationships with others Socialized and Personalized charismatic leader

• Promotes empowerment, self development, equal participation and

pursue organization goals SCL encourage and instill devotion to vision
and ideology PCL: Promotes dependency, obedience, and submission in
followers PCL promotes devotion to themselves, make decision based
on self serving, group achievements are used for self glorification
• EXAMPLES OF PERSONALIZED CHARISMATIC LEADERS
Adolph Hitler
• Josef Stalin
• Benito Mussolini
• Charles Manson
• David Koresh
• Rev. James Jones
• EXAMPLES OF SOCIALIZED CHARISMATIC LEADERS
Quaid-e-Azam
• Winston Churchill
• John Fitzgerald
• Kennedy
• Martin Luther King, Jr.
Common Characteristics of Charismatic
and Transformational Leadership

•Vision
•Rhetorical skills
•Image and trust building
•Personalized leadership
Follower Characteristics

• Identification with the Leader and the Vision

• Heightened Emotional Levels
• Willing Subordination to the Leader
• Feelings of Empowerment
Situational Characteristics
• Crises
• Task Interdependence
• Innovation
• More Receptive to Change
• Organizational Downsizing
Perspectives on Charisma

• The Dark Side

• Differences in:
• Power
• Vision
• Relationship to followers
• Communication
• Ethics & Morals