WEEK 5 Charismatic and transformational leadership PDF

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WEEK 5 Charismatic and transformational leadership. What is charismatic leadership? Is charismatic leadership the same as transformational leadership? How does charismatic and transformational leadership impact on performance and behaviour? How does charismatic and transformational leadership differ from transactional leadership? Does charismatic leadership have a dark side? This week you will discover the types of charismatic leadership and explore the difference between transformational, transactional and charismatic leadership. This week's objectives By the end of this week you should be able to: 

explain the traits and effects of charismatic leadership



make connections between transformational, transactional and charismatic leadership



compare and contrast hubris and charisma in leadership.

5.2 Traits and effects of charismatic leadership Charisma is generally defined as 'compelling attractiveness or charm and the ability to inspire devotion in others' (Oxford Dictionary 2012). The word charisma is derived from an ancient Greek word that means 'divinely inspired gift' (DuBrin 2016, p. 73). Charisma is a special quality of leaders whose purpose, powers and extraordinary determination differentiate them from others.

A charismatic leader has 'a certain quality of an individual personality by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities'.

(Weber 1947, p. 358) The charismatic leader can be described as someone who, by the sheer force of personality, is capable of having profound effects upon followers. They have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifices (Daft & Pirola-Merlo 2009, p. 112). Charismatic leaders command attention. People admire, respect, and identify with the charismatic leader and want to be like him/her.

Watch the short video below (1.51 mins). Consider the following questions as you consider Oprah Winfrey:

What effects has Oprah's charisma had on her followers? Does Oprah embody the example of a socialised charismatic leader or a personalised charismatic leader?

What qualities of charismatic leadership does Oprah possess? Oprah seems to have a clear sense of her personal meaning or purpose in life. What factors do you think have contributed to her understanding? https://youtu.be/zr0gMn2dLts One characteristic of charisma is that it can be 'a curse as well as a blessing and it is not always of benefit to the group, organisation or society' (Daft & Pirola-Merlo 2009, p. 115). As much as charisma can be utilised for good it can also be exercised for other purposes. Daft and PirolaMerlo (2009, p. 115) remind us that leaders such as Winston Churchill, John F Kennedy and Mahatma Gandhi exhibited tremendous charisma, however so did leaders such as Adolf Hitler, Charles Manson and Idi Amin. Charisma can be used for self-serving purposes. Charismatic leaders are sometimes unethical and lead their organisations toward illegal and immoral ends. 'Because the basis of charisma is emotional rather than logical or rational, it is potentially dangerous' (Daft & Pirola-Merlo 2009, p. 116). Effects of charismatic leadership The main characteristic of charismatic leaders is that they have charisma—they can attract, motivate and lead others (DuBrin 2016, p. 77). To be charismatic, one must exercise referent power and expert power to get people involved in their jobs. But what are the effects of charisma? Robert House (cited in DuBrin 2016, p. 154) devised the following list of nine effects of charisma: 1. Group members trust in the correctness of the leader’s beliefs. 2. Similarity of group members’ beliefs to those of the leader. 3. Unquestioning acceptance of the leader. 4. Affection for the leader. 5. Willing obedience to the leader. 6. Identification with and emulation of the leader. 7. Emotional involvement of the group members or constituents in the mission. 8. Heightened goals of the group members. 9. Feeling on the part of group members that they will be able to accomplish, or contribute to, the accomplishment of the mission. In an empirical study, researchers found that managers who rated their own managers as high on charisma, tended to have high satisfaction with supervision (DuBrin 2016, pp. 109). Working for a charismatic leader also enhanced commitment to the organisation. However, Khurana (2002) argues that charismatic CEOs in organisations can be problematic and there's no conclusive evidence that charismatic leadership affects an organisation's performance. On the next page we will explore the impacts of emotional expressiveness as a leader.

5.3 Transformational and transactional leadership Transformational leadership The transformational leader helps bring about major, positive changes in organisations (DuBrin 2016, p. 77). The transformational leader moves group members beyond their self-interests for the good of the group, organisation, or society. Charisma is a key component of transformational leadership, however, transformational leadership focuses on what the leader accomplishes, not on the leader’s characteristics or his or her relationship with group members. Transactional leadership Transformational leadership serves to change the status quo by appealing to followers' values and sense of higher purpose and re-framing issues so they align with the leader's vision and the followers' values. The transactional leader, on the other hand, influences others by appealing to their self-interest via the exchange of rewards and services. A transaction or exchange process occurs between leaders and followers. The leader recognises followers’ needs and desires and then clarifies how those needs and desires will be satisfied in exchange for meeting specified objectives or performing certain other duties. Transactional leaders maintain and promote stability within the organisation, focusing on routine transactions, defining roles and task requirements rather than promoting change. Leadership theories, insights and reflections Can charisma be developed? What techniques can be used by charismatic leaders to change the status quo? Is there an overlap between transformational and charismatic theories of leadership? Do effective leaders exhibit both transactional and transformational leadership patterns? Can a transformational leader be effective without addressing transactional issues? Find out more about charismatic and transformational leadership in this week's readings and insights. In the video, leadership expert Jim Collins explains that leadership is not about personality and suggests that personal charisma is largely irrelevant in successful leadership. Do you agree? (Big Think 2011) https://youtu.be/EQ1FI-WTJUI Jim Collins: charisma, schmarisma: Real leaders are zealots (2011) The following focus questions will guide your reading for this week. Please select the title to open these questions. Focus questions As you read your essential readings consider the following focus questions: Describe and explain the traits and behaviours of charismatic leaders. 

What is charisma?



Can you identify some charismatic leaders and explain how they reflect charismatic leadership?



How is charisma linked to effective leadership?



Explain the visionary component of charismatic leadership.

What are the communication styles of charismatic leaders? 

Explain management by inspiration, by storytelling and use of social networking.

What are some of the concerns about charismatic leadership? 

What are the challenges to the validity of charismatic leadership?



What is meant by the dark side of charismatic leadership?

What is transformational leadership? 

How do transformations take place?



What are the attributes of transformational leaders?



What is transactional leadership and how is transformational leadership different from transactional leadership?



Can transformational leaders be successful without addressing transactional issues?



What is the impact of transformational leadership on performance and behaviour?

Are transformational and charismatic leaders the same? 

How are they similar? How do they differ?



Think about the leader that you identified as a good leader in 1.5 Discussion: Lead the way. Are any aspects of their style charismatic, transformational or transactional?

Essential readings 

Discover more about charismatic and transformational leadership by reading Section 3-1 to 3-4 of Chapter 3 Charismatic and transformational leadership (Links to an external site.)Links to an external site. (DuBrin 2016, pp. 72–104). of your eText



Read also The curse of the superstar CEO (Links to an external site.)Links to an external site.(Khurana 2002).



Read The origin of failure: A multidisciplinary appraisal of the hubris hypothesis and proposed research agenda (Links to an external site.)Links to an external site.(Picone, Dagnino & Mina 2014) that explores the good and bad implications of managerial hubris.

Additional resources You might also find these resources on charismatic, transformational and transactional leadership helpful and interesting: 

Charismatic vs transformational (leadership) (Links to an external site.)Links to an external site. (Miller 2011). This site summarises the main theories of charismatic and transformational leadership, their similarities and differences.



Chapter 8 Transactional and transformational leadership Links to an external site., in Leadership in Organisations (Bertocci 2009)—this chapter compares transactional and transformational leadership.

NOTES: LAISSER-FAIRE – TRANSACTIONAL – CONTINUM BASED ON STIUATION – TRANSFORMATIONAL Transactional

Transformational

- within boundaries

- Process not to future & dynamic long term

- Task & results short term

- Engage employees – motivate & inspire

- KPIs. Evaluates individuals

- Vision, value, self-example

- Rewards

- bring strong relationships

BASS’ 4 I’s of TRANSFORMATIONAL LEADERSHIP    

Idealised influence (charisma, emulation) Inspirational motivation (behaviours & actions) Intellectual stimulation (recognise others’ individual’s abilities / contributions Individual consideration (individual knowledge, situation, support)

5.4 Discussion: Leader hubris - ORG30002 Learning Group 01 2 2 unread replies. 2 2 replies. Purpose This week you will have submitted your first assignment, so it is now time to redirect our focus on ideas and notions that will be building toward your next assignment.

This group discussion deals with the difficult notion of hubris and successful leadership. By critically reflecting on leadership behaviour, this activity will support your team's understanding of the contextual factors that affect leadership speeches in Assignment 2: Group assignment thought leadership.

If you have not done so already, read The origin of failure: A multidisciplinary appraisal of the hubris hypothesis and proposed research agenda (Links to an external site.)Links to an external site.(Picone, Dagnino & Mina 2014) that explores the good and bad implications of managerial hubris.

This discussion supports unit learning outcomes 1 and 2.

This should take approximately 55 minutes to complete.

Task Step 1: Discuss in your teams for Assignment 2, the following questions and decide on a position and response:

How different do you think hubris is from charisma, as defined by this article? HUBRIS= EXCESSIVE TALKING OR BEHAVING SELF-CONFIDENCE OR WITH PRIDE. synonyms arrogance, conceit, conceitedness, haughtiness, pride, vanity, self-importance, self: conceit, pomposity, superciliousness, feeling of superiority;

Can you envisage a scenario in which a higher degree of hubris would be positively correlated with perceptions of successful leadership among one's followers? Donald Trump? Step 2: Post your team response to the discussion board. Only one nominated person per team is required to post. Please include the name of your team as part of your post.

Step 3: Reply (individually) to a team's post, that has challenged the position of your team, and comment on why. 5.5 Week in review Before you move on to Week 6, take some time to reflect on this week’s readings and assignment tasks. Weekly readings All the readings you came across this week have been collated below, so you can access them easily next time you're in the unit. Essential readings 

Section 3-1 to 3-4 of Chapter 3 Charismatic and transformational leadership (Links to an external site.)Links to an external site. (DuBrin 2016, pp.71–104) of your eText.



The curse of the superstar CEOLinks to an external site. (Khurana 2002).

Additional resources

A Reference list is provided. The correct Swinburne Harvard style should be used as much as possible to promote your skills in academic citation. This skill is particularly important in each of your assignments. Assignment 2: Group assignment - thought leadership Hopefully, the teamwork activities in Weeks 3 and 4 will have set the foundation for your team and are learning to work to each other's strengths. This week, you will continue working on Assignment 2: Group assignment - thought leadership and plan the work with deadlines for specific tasks and responsibilities of each team member. If you have any questions about the assignment, post them on the Assignment 2 Q&A discussion board. Leadership portfolio and Assignment 4: Self-reflection Reflect on your own transformational leadership skills. 

Try the Checklist of behaviours and attitudes reflecting charisma, leadership selfassessment quiz 3-1 (Links to an external site.)Links to an external site. of your eText (p. 80).



Also try the Dual-level transformational leadership scale, leadership self-assessment quiz 3-2 (Links to an external site.)Links to an external site. of your eText (p. 90). o



How do you feel about developing emotional attributes of yourself and other people in the workplace as a way to be an effective leader?

When you have been in a leadership position have you displayed any of the following?: o

Listened carefully to others' concerns?

o

Showed conviction in my values?

o

Helped others to focus on their strengths?

o

Talked optimistically about the future?

o

Fostered a clear understanding of important values and beliefs?

o

Inspired others with plans for the future?

Document your responses in your leadership portfolio. Additional resources 

Charismatic vs transformational (leadership). (Links to an external site.)Links to an external site. (Miller 2011).



Chapter 8 Transactional and transformational leadershipLinks to an external site. in Leadership in Organisations (Bertocci 2009).

REFERENCES Week 5

Bertocci, D 2009, Leadership in organisations: There is a difference between leaders and managers, University Press of America, USA. Big Think 2011, Jim Collins: Charisma, scharisma: Real leaders are zealots, viewed 31 July 2017, . Daft, RL & Pirola-Merlo, A 2009, The leadership experience, 1st edn, Cengage Learning, Australia. House, R cited in DuBrin, A 2013, Leadership: Research findings, practice and skills, 7th edn, Cengage Learning, Canada. Khurana , R 2002, 'The curse of the superstar CEO, Havard Business Review, September, pp. 60-66. Miller, M 2011, Charismatic vs transformational, YWAM, viewed 31 July 2017, . OWN 2011, What Oprah knows for sure about getting what you want', Oprah Winfrey Network,13 October, viewed 31 July 2017, . Oxford Dictionary 2012, Charisma definition, viewed 31 July 2017, . Picone, PM, Dagnino, GB & Minà, A 2014 'The origin of failure: A multidisciplinary appraisal of the hubris hypothesis and proposed research agenda', The Academy of Management Perspectives, vol. 28 no. 4, pp. 447-468. Weber, M 1947, The theory of social and economic organisations, Free Press, New York. Images 'Bill Clinton' 2010 [photo], viewed 20 April 2018, . 'Mahtma Ghandi' n.d. [photo], 20 April 2018,. 'Martin Luther King Jr.' n.d. [photo], viewed 20 April 2018, . Assignment 2: Group assignment - thought leadership Hopefully, the teamwork activities in Weeks 3 and 4 will have set the foundation for your team and are learning to work to each other's strengths. This week, you will continue working on Assignment 2: Group assignment - thought leadership and plan the work with deadlines for specific tasks and responsibilities of each team member. If you have any questions about the assignment, post them on the Assignment 2 Q&A discussion board. Leadership portfolio and Assignment 4: Self-reflection Reflect on your own transformational leadership skills.



Try the Checklist of behaviours and attitudes reflecting charisma, leadership selfassessment quiz 3-1 (Links to an external site.)Links to an external site. of your eText (p. 80).



Also try the Dual-level transformational leadership scale, leadership self-assessment quiz 3-2 (Links to an external site.)Links to an external site. of your eText (p. 90). o



How do you feel about developing emotional attributes of yourself and other people in the workplace as a way to be an effective leader?

When you have been in a leadership position have you displayed any of the following?: o

Listened carefully to others' concerns?

o

Showed conviction in my values?

o

Helped others to focus on their strengths?

o

Talked optimistically about the future?

o

Fostered a clear understanding of important values and beliefs?

o

Inspired others with plans for the future?

Document your responses in your leadership portfolio....