Transactional, Charismatic
and Transformational
Leadership.
What leaders do.
Charisma
The quality of a leader that makes many
people want to follow.
Charismatic leadership involves the
use of power
Power
 The ability to influence people to do things.
 Five types of power
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Coercive – based on punishment
Reward – Based on rewards
Legitimate –Based on a role
Expert – Based on needed knowledge
Referent – based on charisma
Halpert’s dimensions
 Charisma combines power with task
orientation
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Referent Power
Expert Power
Job or task involvement
Use of power by leaders
 Socialized Charisma
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Power for social good
 Personalized charisma
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Power for personal benefit
 Office holder Charisma
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Combines legitimate power with task needs
 Personal charisma
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Use referent power to lead
Leadership from a systemic and
sociological perspective
Leaders
Followers
Context
Relationships
Leadership from a systemic and
sociological perspective
 Leaders and followers
form a social system of
relationships
 Interact within a context
Context
Leaders
Followers
Charismatic Leadership
 Combines what the leader does
(behavior) with what the leader is
(characteristics)
 Focus on the relationship between
the leader and the followers.
Charismatic Leadership Characteristics
 Charismatic leaders high in
Dominance
 Self confidence
 Need for influence
 Belief in own values
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Charismatic Leadership Behaviors
 Goal Articulation
A transcendent goal inspires a movement - I have a dream
Personal Image Building
 Behaviors that create impression of competence/success
 Prove his competence to the followers
Leader role modeling of value system
 Gandhi models self sacrificing behavior of non violence
Leader motive arousal behavior
 Message inspires needs in the followers that are needed to
complete the task. (message of love=needs for
affiliation=required for bringing together
Hindu/Moslems/Christians)
Leader communication of high performance expectations of, and
confidence in, followers
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Follower Behaviors
 Characteristics and behaviors of the
charismatic leader encourage behaviors in
the followers
 Trust, loyalty, unquestioning acceptance,
obedience to the leader
 Emulation of leader’s value system
 Acceptance by followers of challenging goals
 Enhanced self esteem and performance
expectations by the followers
The Result
 Effective follower performance if the behavior
is appropriate to the task being accomplished
Charismatic Leadership Model
Robert House
Leader
Characteristics
Dominance
Sel f Confidence
Need for
i nfl uence
Bel ief i n val ues
Goal A rticul ati on
Personal Image
Bui ldi ng
Rol e model of
value system
Motive arousal
Hi gh E xpectati ons
of and confi dence
i n foll owers
Leader Behavi ors
Favorabl e
percepti on of the
l eader
Trust, l oyalty,
acceptance and
obedi ence
Emulation of the
l eader's value
system
Arousal of
foll ower needs
and acceptance
of chal lengi ng
goal s
Fol lower B ehavi ors
Effective fol lower
performance
Enhanced self
esteem and
performance
expectations
Leader-Follower
Relationships
Transactional Leadership
Transactional Leadership
 Classical management
 Focus on the leader and the follower
 Transaction
 Work for pay
 Work for psychological benefits (status,
recognition or esteem)
 Requires appropriate role behavior
 Requires clear goals and appropriate
instructions
 Transactional leadership focuses on the task.
Transactional Leadership
 Puts leaders and followers on opposite sides.
 Ebb and flow of power and reward depending
on follower performance.
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High task performance=power and rewards to
the follower.
Low task performance=Leader exercises
legitimate and coercive power.
 Promotes “game-playing”
Transactional Leadership
A demonstration
Transformational Leadership
Transformational leadership
 Transforms the
environment and the
people in it
 Focuses on building an
appropriate context and
on enhancing the
relationships of people
within the system
Leader
Follower
The environment
Transforming the culture
 People can be trusted
 Everyone has a contribution to make
 Complex problems should be handled at the
lowest level
 Norms are flexable adapting to changing
environment
 Superiors are coaches, mentors, models
Transforming the leader’s behavior
 Identifying and articulating a vision-Behavior on the part of the
leader aimed at identifying new opportunities for his or her
unit/division/company, and developing, articulating, and inspiring others
with his or her vision of the future.
 Providing an appropriate model-Behavior on the part of the leader
that sets an example for employees to follow that is consistent with the
values the leader espouses.
 Fostering the acceptance of group goals-Behavior on the part of the
leader aimed at promoting cooperation among employees and getting
them to work together toward a common goal.
Transforming the leader’s behavior
 High performance expectations-Behavior that demonstrates the
leader's expectations for excellence, quality, and/or high performance
on the part of followers.
 Providing individualized support-Behavior on the part of the leader
that indicates that he/she respects followers and is concerned about
their personal feelings and needs.
 Intellectual stimulation-Behavior on the part of the leader that
challenges followers to re-examine some of their assumptions about
their work and rethink how it can be performed.
What is your leadership styleTransactional or transformational?