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Transactional, Transformational, and Charismatic Leadership

Transactional, Transformational, and Charismatic Leadership. Conger & Kanungo (1987) Kuhnert & Lewis (1987) Judge & Piccolo (2004). Agenda – 7/6/05. Questions, Comments, and Concerns? Organization and Societal Leadership Transactional Leadership Transformational Leadership

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Transactional, Transformational, and Charismatic Leadership

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  1. Transactional, Transformational, and Charismatic Leadership Conger & Kanungo (1987) Kuhnert & Lewis (1987) Judge & Piccolo (2004)

  2. Agenda – 7/6/05 • Questions, Comments, and Concerns? • Organization and Societal Leadership • Transactional Leadership • Transformational Leadership • Charismatic Leadership • Break • TRP 8 • Concluding Remarks

  3. Questions, Comments, or Concerns? When Can Leaders Be Effectively Substituted?

  4. Contact Information Foster College of Business Bradley University arwheeler@bradley.edu

  5. Turn in SAP 8 Please Pass to the Aisle and then Pass Forward Thanks

  6. Organizational and Societal Theories of Leadership • Seek Broad Explanation of Leader and Follower Behavior • Inclusive of Leader and Follower Characteristics • Inclusive of Situational and Organizational Constraints • Best of the Old and New • “Great Man” Plus Organizational Influences

  7. Transactional Leadership • Originally Included in Transformational Leadership (Bass, 1985) • Back to Behavior Modification and Skinner • Transactional Leader Behaviors: • Contingent Reward Behavior • Management by Exception • Active Management by Exception • Laissez-Faire • Combined Positive Empirical Support, Especially Contingent Reward

  8. Bass (1985) Defined by Leader’s Effect on Followers: Trust, Admiration, Loyalty, Respect, and Motivation Leader Transforms Followers: Awareness of Importance of Outcomes Transcend Self-Interests Activate Higher Order Needs Leader Behaviors: Idealized Influence (Charisma) Individualized Consideration Inspirational Motivation Intellectual Stimulation Charisma is Necessary but not Sufficient Bound by Organizational Culture Moderate Empirical Support Transformational Leadership

  9. Leaders Act as “Change Agents” to Develop Organizational Culture Primary Mechanisms Focus Attention React to Crisis Act as Role Model Allocate Resources Establish Hire/Fire Criteria Secondary Mechanisms Design Systems and Policies Design Organizational Structure Design Facilities Stories, Legends, and Myths Formal Statements The “Founding Father Effect” Shaping Culture through Transformational Leadership

  10. 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

  11. 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 Charismatic Leader Influence

  12. Break 20 Minute Break

  13. TRP 8

  14. Concluding Remarks • What Does it Take to Be a Leader? • Does Leadership Matter? • Do Organizations Want or Need Leaders? • What Kinds of Leaders Are Needed?

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