Download CHAPTER 8 Charismatic Leadership Behavior

CHAPTER EIGHT
CHARISMATIC
LEADERSHIP
BEHAVIOR
© Prentice Hall 2006
8-1
Learning Objectives
After reading this chapter, you should be able to
do the following:
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Describe the behaviors that charismatic
leaders use to influence followers.
Explain why charismatic leaders can have
such strong effects on followers.
Describe examples of effective and ineffective
charismatic leadership.
Describe several personal traits, skills, and
power sources of effective charismatic
leaders.
Describe the major favorable effects of
charismatic leadership.
© Prentice Hall 2006
8-2
Learning Objectives
After reading this chapter, you should be able to
do the following:
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Explain the risks that some charismatic leaders
can create for followers.
Identify situations in which charismatic
leadership is especially effective.
Identify situations in which charismatic
leadership may not be needed.
Explain how leaders can modify situations to
make charismatic leadership more effective.
© Prentice Hall 2006
8-3
Important Leader Behaviors of
Charismatic Leaders
Makes inspirational
speeches
Advocates moral
mission and
vision
Takes risks to
achieve mission
Builds own image
in followers’ eyes
Important Leader
Behaviors of
Charismatic Leaders
Uses frame
alignment to
guide followers
Role models behavior
for followers with
high expectations &
confidence
© Prentice Hall 2006
8-4
The Qualities of Ethical and Unethical Charismatic
Leaders and their Effects on Followers
UNETHICAL CHARISMATIC
ETHICAL CHARISMATIC
LEADERS
LEADERS
KEY CHARACTERISTICS AND BEHAVIORS
Uses power to serve others
Aligns vision with followers’ needs
and aspirations
Uses power for personal gain or
impact
Promotes own personal vision
Considers and learns from criticism
Censures critical or opposing views
Stimulates followers to think
independently and to question the
leader’s views
Demands own decisions be accepted
without question
Uses open, two-way communication
Uses one-way communication
Coaches and develops followers;
shares recognition with followers
Is insensitive to followers’ needs
Relies on internal moral standards to
satisfy organizational and societal
interests
Relies on convenient external moral
standards to satisfy self-interests
© Prentice Hall 2006
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The Qualities of Ethical and Unethical Charismatic
Leaders and their Effects on Followers (cont.)
ETHICAL CHARISMATIC
LEADERS
UNETHICAL CHARISMATIC
LEADERS
MAJOR IMPACTS ON FOLLOWERS
Develop followers’ ability to lead
themselves
Select and produce obedient,
dependent, and compliant followers
Use crises as learning experiences,
to develop a sense of purpose in the
mission and vision, and to
emphasize the leader’s intention to
do right
Use crises to solidify their own power
base, to minimize dissent, and to
increase dependence of followers
Avoid the trappings of success,
rather shares credit with followers
and stays humble
Success brings delusions on
invincibility and greatness; and
extreme emphasis on image
management
© Prentice Hall 2006
8-6
Key Skills, Characteristics, and Sources of
Power for Charismatic Leadership
Self-confidence &
self-assurance
Assertive, dynamic,
outgoing & forceful
Need for power &
low authoritarianism
Key Skills, Characteristics
& Sources of Power for
Charismatic Leadership
Communication &
rhetorical skills
Referent power
Legitimate
power
Expert power
© Prentice Hall 2006
8-7
Effects of Charismatic Leadership on
Followers
High esteem, trust,
acceptance & loyalty
to the leader
High emotional
involvement &
attachment to the leader
High satisfaction with
the leader, work &
organization
Low stress level &
low job burnout
Possible hatred of leader
& physical or financial
Destruction of followers
Traits, Skills and Sources
of Power that Help a
Leader Effectively Use
Rewards and Punishments
High self-esteem,
self-assurance, &
experienced
meaningfulness
of work
High organizational
commitment
High individual &
group performance
© Prentice Hall 2006
8-8
Transformational Leadership
Transformational leaders are said to influence
followers to adopt new values and visions, and
transcend personal goals and interests for
achievement of collective goals
Transformational leadership consists of four
components
1. Idealized influence
2. Inspirational motivation
3. Intellectual stimulation
4.
Individualized consideration
© Prentice Hall 2006
8-9
Transformational Leadership
Charismatic leadership and transformational leadership
are frequently viewed as interchangeable.
Both include many similar behaviors such as
developing and articulating an inspirational vision,
advocating a moral mission that reflects followers’
values and needs, arousing follower emotions to
identify with the leader and the mission, role modeling,
frame alignment, and inducing extra effort from
followers to achieve high levels of performance.
© Prentice Hall 2006
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Transformational Leadership
Transformational leadership
Transactional leadership
• Followers are more aware
of the importance of task
outcomes, and they may
transcend their selfinterest for achievement
of group interests, have
higher self-confidence,
and exert more effort for
task performance.
• Involves an exchange
relationship, in which
followers exert effort for
the purpose of getting
contractual benefits in
return from the leader
and/or the group.
Transformational and transactional leadership are
not mutually exclusive
© Prentice Hall 2006
8-11
Enhancers of
Charismatic Leadership
TASK
CHARACTERISTICS
FOLLOWER
CHARACTERISTICS
• Distress, anxiety,
isolation, or extreme
uncertainty
• Years of schooling*
• Rank*
• Professionalism*
* These enhancers may
vary depending on
followers’ culture
ENHANCERS OF
CHARISMATIC
LEADERSHIP
• Followers’ work
tasks have a moral
element
• Followers’ tasks
may cause major
change in how
people think and
do things
ORGANIZATIONAL & LEADER
CHARACTERISTICS
• Crisis or major social change
• Leader’s high status, rank, experience & expertise
• Formal plans, goals, and procedures that support
the leader’s mission
• Organizational history of charisma
• New entrepreneurial organization
© Prentice Hall 2006
8-12
Neutralizers of Charismatic
Leadership
Although several writers have made
interesting predictions, the research is
very sparse on possible neutralizers of
charismatic leadership. At this time, no
research supports the suggestion that
situational or follower characteristics can
reliably neutralize the impacts of
charismatic leadership.
© Prentice Hall 2006
8-13
Substitutes for Charismatic
Leadership
FOLLOWER
CHARACTERISTICS
• Age
• Years of work experience
• Intrinsic task satisfaction
• Follower self-confidence
and strong belief in
human equality
TASK
CHARACTERISTICS
SUBSTITUTES
FOR
CHARISMATIC
LEADERSHIP
• None found
GROUP & LEADER
CHARACTERISTICS
• Formal procedures such as group bonus plans, group
goals, consensus decision making, and peer review
processes
• High value placed on independence and self-management
• High leader expertise at follower’s task
© Prentice Hall 2006
8-14
Process Model of Charismatic
Leadership
SITUATIONAL FACTORS
INCREASING LEADER
EFFECTIVENESS
Enhancers
• Crisis or extreme uncertainty
• Follower distress, anxiety, isolation,
helplessness, low self-esteem
• Organizational history of charisma
• Creative and/or inherently
satisfying work task
• High leader rank, status, or
expertise
• Educated and professional
followers
• Formal plans, goals, and
procedures that support leader’s
mission
• New entrepreneurial organization
Substitutes
• High leader rank and expertise
• Older experienced followers
• Formal plans, goals and
procedures that replace the
leader’s mission
• Consensus decision making or
self-management
CHARISMATIC LEADER BEHAVIORS
•
•
•
•
Advocates moral mission and vision
Uses inspirational rhetoric
Builds own image in followers’ eyes
Models behavior for followers with high
expectations & confidence
• Takes risks to achieve mission
• Uses frame alignment to guide follower behavior
SITUATIONAL
FACTORS
DECREASING
LEADER
EFFECTIVENESS
Neutralizers
• None found so far
FOLLOWER/GROUP PSYCHOLOGICAL REACTIONS
•
•
•
•
•
•
•
Emotional involvement & attachment to the leader
High esteem, trust, acceptance & loyalty to the leader
High self-esteem, self-assurance & experienced meaningfulness of work
Satisfaction with the leader, work & organization
Organizational commitment
Low stress level
Possible hatred of the leader
FOLLOWER BEHAVIORS AND OUTCOMES
•
•
•
•
•
High follower performance *
High group or departmental * performance
Low job burnout
Possible attacks on the leader
Possible physical or financial destruction of followers
© Prentice Hall 2006
* These psychological
reactions and
outcomes have shown
the strongest
improvement from
leader’s charismatic
behaviors.
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Assessing the Dynamics of
Charismatic Leadership
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In diagnosing situations, charismatic leaders look for
current and future culture shocks or crises that create
anxiety and distress in followers.
When these follower and environmental factors are
present, a leader should use charismatic behaviors to
influence followers.
Charismatic leaders who are concerned with their
followers’ development may also consider modifying
environmental and follower characteristics to create
factors that replace the need for charismatic leadership.
Leaders can do this by (1) providing followers with
valuable work experiences that are inherently interesting
and satisfying and (2) helping followers succeed at their
tasks to build their self confidence.
© Prentice Hall 2006
8-16
Applying the Model of Charismatic
Leadership
1. DIAGNOSING THE SITUATION
• Do followers face a crisis or extreme uncertainty causing them distress, anxiety,
isolation, helplessness, or low self-esteem?
• Are followers’ tasks creative or inherently satisfying?
• Is there a history of charisma in the organization?
• Does the leader have a high-level position, status, or expertise?
• Are there formal plans, goals, and procedures that support the leader’s mission?
• Are there educated and professional followers who support the leader’s mission?
If “yes” to one or more of these questions then followers will probably respond favorably
to charismatic leadership.
3. MODIFYING FOLLOWERS &
SITUATIONS
Leaders also act to:
• Alleviate crisis, uncertainty, distress, anxiety,
isolation, or low self-esteem.
• Make followers’ tasks more creative and
satisfying
• Increase their own rank, status, and
expertise
• Create plans, goals, and procedures that
support or replace the leader’s mission
• Develop educated or professional followers
2. PROVIDING DIRECTIVE LEADERSHIP
Leader demonstrates charismatic behaviors like
the following:
• Advocating a moral mission & vision
• Using inspirational rhetoric
• Building own image in followers’ eyes
• Role modeling behavior for followers with high
expectations & confidence
• Taking risks to achieve mission
• Frame alignment to guide follower behavior
© Prentice Hall 2006
8-17