Chapter 9
Charismatic and
Transformational Leadership
© 2006 Prentice Hall
Leadership in Organizations
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Learning Objectives
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Understand how the theories of charismatic and
transformational leadership differ from earlier
leadership theories
Understand similarities and differences among the
major theories of charismatic and transformational
leadership
Understand why attributions of charisma are jointly
determined by the leader, the followers, and the
situation
Understand what traits, behaviors, and influence
processes are involved in charismatic and
transformational leadership
© 2006 Prentice Hall
Leadership in Organizations
9-2
Learning Objectives
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Understand why charismatic leadership can result
in undesirable consequences for followers and the
organization
Understand what research methods have been
used to evaluate theories of transformational and
charismatic leadership
Understand the major findings in empirical
research on the effects of charismatic and
transformational leadership
Understand how to apply the theories to become
more effective as a leader
© 2006 Prentice Hall
Leadership in Organizations
9-3
Early Theories
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Charisma
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Max Weber – Divinely inspired gift
Occurs during a social crisis
Leader emerges with a radical vision that offers a
solution
Transforming Leadership
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© 2006 Prentice Hall
Burns’ book on political leadership
Transforming leadership appeals to the moral values of
followers to raise their consciousness and mobilize
their energies
Transactional leadership motivates followers by
appealing to their self-interest and exchanging benefits
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Attribution Theory of Charismatic
Leadership
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Leader Traits and Behaviors
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Influence Processes
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Advocate a vision highly discrepant from the status quo
Acts in unconventional ways
Make self-sacrifices
Appear confident about their proposals
Inspire them with emotional appeals
See opportunities that others fail to recognize
Personal identification
Internalization
Facilitating Conditions
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© 2006 Prentice Hall
Follower disenchantment
Crisis situation
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Self-Concept Theory of Charismatic
Leadership
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Indicators of Charisma
Leader Traits and Behaviors
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© 2006 Prentice Hall
Articulating an appealing vision
Using strong, expressive forms of communication when
articulating the vision
Taking personal risks and making self sacrifices to
attain the vision
Communicating high expectations
Expressing confidence in followers
Modeling behaviors consistent with the vision
Managing follower impressions of the leader
Building identification with the group or organization
Empowering followers.
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Self-Concept Theory of Charismatic
Leadership
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Influence Processes
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Personal identification
Social identification
Internalization
Individual self-efficacy and collective efficacy
Facilitating Conditions
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© 2006 Prentice Hall
Leader’s vision is congruent with existing follower
values and identities
Task roles defined in ideological terms that appeal to
followers
Crisis situation
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Other Conceptions of Charisma
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Psychodynamic Processes
Social Contagion and Charisma
Close and Distant Charisma
Routinization of Charisma
© 2006 Prentice Hall
Leadership in Organizations
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© 2006 Prentice Hall
Leadership in Organizations
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Consequences of Charismatic Leadership
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Positive and Negative Charismatics
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© 2006 Prentice Hall
Determined by examining the consequences for
followers
Negative charismatics have a personalized power
orientation
Positive charismatics have a socialized power
orientation
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Consequences of Charismatic Leadership
The Dark Side of Charisma
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Being in awe of the leader reduces good
suggestions by followers
Desire for leader acceptance inhibits criticism by
followers
Adoration by followers creates delusions of leader
infallibility
Excessive confidence and optimism blind the
leader to real dangers
Denial of problems and failures reduces
organizational learning
© 2006 Prentice Hall
Leadership in Organizations
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Consequences of Charismatic Leadership
The Dark Side of Charisma
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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
© 2006 Prentice Hall
Leadership in Organizations
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Transformational Leadership
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Leader Behaviors
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Transformational Behaviors
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Transactional Behaviors
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© 2006 Prentice Hall
Idealized influence
Individualized consideration
Inspirational motivation
Intellectual stimulation
Contingent reward
Active management by exception
Passive management by exception
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Transformational Leadership
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Influence Processes
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Transactional Leadership
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Transformational Leadership
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© 2006 Prentice Hall
Instrumental compliance
Internalization
Personal identification
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Transformational Leadership
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Facilitating Conditions
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© 2006 Prentice Hall
Some aspects of transformational leadership are
relevant in most if not all situations
Dynamic, unstable environment that increase the need
for change
Leaders are encouraged to be flexible and innovative
Follower traits and values
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Research Methods for Assessing the
Theories
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Survey Research
Laboratory Experiments
Field Experiments
Descriptive and Comparative Studies
Intensive Case Studies
© 2006 Prentice Hall
Leadership in Organizations
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Transformational vs. Charismatic
Leadership
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Differences and Similarities between the Theories
Evaluation of the Theories
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Available evidence supports charismatic and transformational
leadership theories
Several of their propositions can be found in earlier theories – “Old
wine in a new bottle”
Conceptual weaknesses
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© 2006 Prentice Hall
Ambiguous constructs
Insufficient description of explanatory processes
Narrow focus on dyadic processes
Omission of some relevant behaviors
Insufficient specification of situational variables
Bias toward heroic conceptions of leadership
Overemphasis on universal leader attributes that are not
relevant for all situations
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Guidelines for Transformational
Leadership
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Articulate a clear and appealing vision
Explain how the vision can be attained
Act confident and optimistic
Express confidence in followers
Use dramatic, symbolic actions to emphasize key
values
Lead by example
© 2006 Prentice Hall
Leadership in Organizations
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