Exhibit 12.1 Distinguishing Characteristics of Charismatic and Noncharismatic Leaders
Noncharismatic
Leaders
Charismatic Leaders
Likableness:
Shared perspective makes
leader likable
Shared perspective and idealized vision make leader
likable and an honorable hero worthy of
identification and imitation
Relation to status quo:
Tries to maintain status quo
Creates atmosphere of change
Future goals:
Limited goals not too
discrepant from status quo
Idealized vision that is highly discrepant from status
quo
Articulation:
Weak articulation of goals
and motivation to lead
Strong and inspirational articulation of vision and
motivation to lead
Behavior:
Uses available means to
achieve goals within
framework of the existing
order
Uses unconventional means to transcend the
existing order
Influence:
Primarily authority of
position and rewards
Transcends position; personal power based on
expertise and respect and admiration for the leader
Source: Jay A. Conger and Rabindra N. Kanungo and Associates, Charismatic Leadership: The Elusive Factor
in Organizational Effectiveness (San Francisco: Jossey-Bass, 1988), p. 91.
Exhibit 12.2 Mapping Stakeholder Buy-In
Source: Data are adapted from materials supplied by ExperiencePoint, Inc., in conjunction with the GlobalTech
simulation, 2007.
Exhibit 12.3 Five Types of Leader Power
Hard Power
Soft Power
Legitimate: Based on leader holding a formal position or
title. People accept leader’s right to issue orders or direct
activities.
Expert: Based on leader’s special knowledge
or skills. People trust and respect decisions
because of leader’s expertise.
Reward: Based on leader having the ability to provide or
withhold rewards. People comply in order to obtain desired
rewards.
Referent: Based on leader’s personal
characteristics. People admire and respect
leader, like to be around him or her, and adopt
the leader’s viewpoint.
Coercive: Based on leader’s ability punish or recommend
punishment. .follow orders to avoid punishments.
to People
Exhibit 12.4 Responses to the Use of Power
Exhibit 12.5 Characteristics That Affect Dependency and Power in Organizations
Exhibit 12.6 Four Leader Frames of Reference
Source: Based on Lee G. Bolman and Terrence E. Deal, Reframing Organizations (San Francisco: Jossey-Bass,
Daft
Ch 12-1
1991); and L. G. Bolman and T. E. Deal, “Leadership and Management Effectiveness: A Multi-Frame, MultiSector Analysis,” Human Resource Management 30, no. 4 (Winter 1991), pp. 509–534. Thanks to Roy
Williams for suggesting the stair sequence.
Exhibit 12.7 Seven Principles for Asserting Leader Influence
1. Use rational persuasion.
2. Make people like you.
3. Rely on the rule of reciprocity.
4. Develop allies.
5. Ask for what you want.
6. Remember the principle of scarcity.
7. Extend formal authority with expertise and credibility.
Exhibit 12.8 Guidelines for Ethical Action
Sources: Based on G. F. Cavanaugh, D. J. Mobert, and M. Valasques, “The Ethics of Organizational Politics,”
Academy of Management Journal, (June 1981), pp. 363–374; and Stephen P. Robbins, Organizational
Behavior, 8th ed. (Upper Saddle River, NJ: Prentice Hall, 1998), p. 422.
Ch 12-2
Daft