Chapter 4 - Charismatic and Transformational Leadership Flashcards
Some definitions scholars have to charasmatic leadership
- a person who possesses extraordinary gifts
- a crisis or time of distress
- a revolutionary solution to the crisis
- followers who believe in the person and who are attracted to the miraculous qualities of the person
- validation of the person’s gift trough repeated successes
Many links between charisma and crisis.
The charismatic rhetoric is diveded into 8 constructs!
- Collective focus
- Temporal orientation
- Followers’ worth
- Similarity to followers
- Values and moral justifications
- Tangibility
- Action
- Adversity
Charismatic, pragmatic and ideological leadership
C: being predominantly about the future
P: Focus on present time
I: emphasis on past events.
Transactional leadership
defined as a transaction or exchange between leader and follower.
Transformational leadership
Is linked to psychological fulfillment and moves people up the hierachy of needs (maslow). A process of changing how people feel about themselves, which raises motivation and results in higher achievement.
Full range leadership model (FRLM).
TRANSFORMATIONAL LEADERSHIP:
- Attributed charisma/idealised influence. leaders behave so that they become role models for their followers. Leader have high standards of ethical and moral conduct.
- Inspirational motivation. Leaders behave so they inspire - proving meaning and challenge to their followers’ work. They clearly communicate expectations and demonstrate commitment to goals and shared visions.
- Intellectual stimulation. stimulate followers to be innovative and creative by questioning assumptions and reframing problems.
- Individualised consideration. - pay attention to each followers’ needs for achievement and growth by acting mentor.
TRANSACTIONAL LEADERSHIP:
- Contingent reward. reward followers for satisfactorily carrying out a given assignment.
- Management by expectation.
LAISSEZ-FAIRE
- the leader avoids taking a stand, ignores problems, does not follow up and refrains fro intervening.
MLQ
a new model of FRLM used to measure full range leadership in relation to this underlying theory.
A 9 factor model on transformational leadership (based on UK public sector context)
- Genuine concern for others
- Political sensitivity and skills
- decisiveness , determination and self-confidence
- Integrity, trustworthiness, honesty and openness
- empowers , develops potential
- Inspirational networker and promoter
- Accessible and approachable
- Clarifies boundaries, involves others in decisions
- Encourages critical and strategic thinking
6 advantages with transformational leadership
CMLIPJ
+ 7 other increasing likelihood situations
- Commitment
- Motivation
- Loyalty followers
- Innovation
- Performance
- Job satisfaction
- Managers championing projects
- Financial success of teams
- Managers gaining better performance appraisal
- Promotion
- Long and short term performance
- Lower levels of stress
- Trust in leaders/groups
Even remote transformational leadership have to same positive effect on performance studies. Email.
Limitations of transformational leadership
-Transformational leadership can move an organisation in destructive directions (Adolf
Hitler example)
- Transformational leadership has shown to increase the risk of sickness absence in
followers - FLRM does not explain dysfunctional charisma, where a leader’s values are questionable
- Personification of transformational leadership was misleading and disingenuous and has
led to the over-attribution and romanticisation of transformational leadership behaviours - Conceptual issues
- FRLM is ineffective when reward is not produced
- Laissez-faire leadership can be effective in some groups (e.g. motivated
researchers) - Transformational leadership increases followers’ dependency which reduces
creativity - Concentrating too much on the top of the organisation and reflecting on top-level leaders??
