Charismatic Leadership
Group member:
Pee Kok Choon
Jasdave Singh A/L Bhjan Singh
Tuan Ikhtiari Bin Tuan Ismail
Tan Wei Keat
Ong Ban Hock
Daud Bin Dalugamin
Outline
• Definition of Charismatic Leadership
• Attribution Theory of Charismatic
Leadership
• Self-Concept Theory of Charismatic
Leadership
• Other Conception of Charisma
• Consequences of Charismatic Leadership
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UTM
UNIVERSITI TEKNOLOGI MALAYSIA
Definition of Charismatic
Leadership
Pee Kok Choon
Charisma
• Max Weber (1947)
– Endowed with exceptional qualities
• Occurs during a social crisis
Charismatic Leadership
“resting on devotion to the exceptional
sanctity, heroism or exemplary
character of an individual person, and
of the normative patterns or order
revealed or ordained by him”
Max Weber
UTM
UNIVERSITI TEKNOLOGI MALAYSIA
Attribution Theory of
Charismatic Leadership
Jasdave Singh
ATTRIBUTION THEORY OF CHARISMATIC
LEADERSHIP
What determines whether I see you as a
charismatic leader?
Leader Traits and Behaviors
Charismatic
 If their vision is quite different
 If they act in unconventional (new) ways to
achieve their mission
 If they make self-sacrifices and take
personal risk to achieve their vision
 Confident about their vision
 If they use "visioning" and persuasive
appeals to motivate others
Influence Processes
Followers desire to please and to imitate
(model/copy) the leader.
Due to internalization of new values and
beliefs by followers.
Important for followers to adopt the leader‘s
attitudes and beliefs about the work they do
Facilitating Conditions
Leaders are most likely to be perceived
 when there is a crisis
UTM
UNIVERSITI TEKNOLOGI MALAYSIA
Self-Concept Theory of
Charismatic Leadership
Tuan Ikhtiari
Types of Charismatic Leaders
• Visionary Charismatic Leaders
• Through communication ability, the
visionary charismatic leader links
followers’ needs and goals to job or
organizational goal.
• Crisis-Based Charismatic Leaders
• The crisis-produced charismatic leader
communicates clearly what actions need
to be taken and what their
consequences will be.
Theory of Charismatic Leadership
(Shamir, House, & Arthur, 1993)
• Transforms follower’s selfconcepts; tries to link identity of
followers to collective identity of
the organization.
• Establish this link by emphasizing
intrinsic rewards & de-emphasizing
extrinsic rewards
• Throughout process leaders
– Express high expectations for followers
– help followers gain sense of selfconfidence and self-efficacy
Behavioral Approach
• Use a set of behaviors to define it
• Compare those that are charismatic
with those who are not
• House and Bass’ Propositions:
– Leader Behaviors
– Leader-Follower relations
– Elements of the charismatic situation
• One of the most important aspects of
charismatic and transformational
leadership is the personal nature of the
leader’s power.
– Charismatic leaders are more
sensitive to the emotional states of
followers.
– Charismatic leaders tend to be
emotionally expressive, especially
through such nonverbal channels as
their eye contact, posture,
movement, gestures, tone of voice,
and facial expressions.
• Charisma is probably more a function
of the followers’ reactions to a leader
than of the leader’s personal
characteristics.
• Four unique characteristics of the
reactions that followers have toward
leaders:
– Identification with the leader and
the vision
– Heightened emotional levels
– Willing subordination to the leader
– Feelings of empowerment
• Situational factors play an important
role in determining whether a leader is
perceived as charismatic.
• Situational factors believed to affect
charismatic leadership:
 Crises
 Task interdependence and social networks
 Other situational characteristics
– Organizations placing a premium on
innovation
– Outscoring and organizational
downsizing
– Time
Quotation
• “When dealing with people, let
us remember we are not dealing
with creatures of logic. We are
dealing with creatures of
emotion, creatures bustling with
prejudices and motivated by
pride and vanity.”
–Dale Carnegie
UTM
UNIVERSITI TEKNOLOGI MALAYSIA
Other Conceptions of
Charisma
Tan Wei Keat
Ong Ban Hock
Other Conceptions of Charisma




Psychodynamic Processes
Social Contagion and Charisma
Close and Distant Charisma
Routinization of Charisma
Psychodynamic Processes
• Influence process
 Personal identification ( regression,
transference and projection)
• Leader behaviors
 Impression management
 Role-model exemplary behavior
 Show confidence in followers
• Facilitating conditions
 Crisis or disenchantment
 Weak, dependent followers
Social Contagion and Charisma
• Influence process
 Social contagion
• Leader behaviors
 Unconventional behavior
 Role-model exemplary behavior
• Facilitating conditions
 Crisis or disenchantment
Close and Distant Charisma
• According to Shamir (1995):
• Distant Charismatics
described in terms of substantive
achievements.
• Close Charismatics
described in terms of follower
motivation, task behavior, and
identification with the leader.
Routinization of Charisma
• Routinization of Charisma: effort to
perpetuate the charismatic influence on
the organization after the leader depart.
– Charisma is temporary phenomenon.
– Charisma is rely on personal
identification with the leader.
The Methods of Routinization of
Charisma
1. Organize rites and ceremonies to
designate a successor.
2. Adjust the administrative structure so
that the vision of charismatic leader can
be carried out.
3. Create a culture that inherit the vision of
the leader by empowerment and
internalization of followers.
UTM
UNIVERSITI TEKNOLOGI MALAYSIA
Consequences of
Charismatic Leadership
Pee Kok Choon
Daud
Positive and negative charismatics
• Consequences for follower
• The leader values and personality
– Personalized power orientation
– Socialized power orientation
• Follower characteristic
– Self-esteem and self-identify
The dark side in charisma
• Impressed of the leader reduce suggestion
by followers
• Desire for leader acceptance avoid
criticism by followers
• Adoration by followers creates delusions of
infallibility.
• Excessive confidence and optimism blind
the leader to real dangers.
• Denial of problems and failures reduces
organizational learning.
• Risky, grandiose projects are more likely to
fail
• Taking complete credit for successes
alienates some key followers
• Impulsive, nontraditional behavior creates
enemies as well as believers
• Dependence on the leader inhibits
development of competent successors
• Failure to develop successors creates an
eventual leadership crisis
Ethical Charismatic Leader
– Uses power to serve others
– Aligns vision with followers’ needs
and aspirations
– Considers and learns from criticism.
– Encourages followers to question
leader’s view
– Coaches, develops and supports
followers
– Relies on internal moral standards
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Unethical Charismatic Leader
– Uses power only for personal gain
– Promotes personal vision
– Censures critical or opposing views
– Demands own decisions accepted
without question
– Insensitive to follower’s needs
– Relies on convenient external
moral standards
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Effects of positives charismatics
• Followers are more likely to experience
psychological growth and development of
their abilities
• Organizations are more likely to adapt a
dynamics, hostile and competitive
environment.
Reference
• Yukl, G. 2010. Leadership in Organizations (7
ed.). Prentice Hall: Upper Saddle River, New
Jersey.
• Insights of Leaderships. (n.d.).
Charismatistic Leadeship. Retrieved from
http://insightsonleadership.com/charismatic
-leadership/
• Wikipedia. (May, 2012). Charismatic
authority. Retrieved from
http://en.wikipedia.org/wiki/Charismatic_a
uthority
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