Lim Sei Kee @ cK
A.
Manager
B.
Leader
C.
Chief
D.
Organizer

The focus is leader as communicator

Framing:
◦ A way of communicating that shapes meaning
◦ Ignored in traditional leadership studies
◦ Leaders use framing (selectively including
or excluding facts) to influence how
others see and interpret reality.
Followers make attributions of heroic or extraordinary
leadership abilities when they observe certain
behaviors.
Charismatic leaders:
1. Have a vision.
2. Are willing to take personal risks to achieve the
vision.
3. Are sensitive to follower needs.
4. Exhibit behaviors that are out of the ordinary.
1. Vision and articulation. Has a vision—expressed as an
idealized goal—that proposes a future better than the status quo;
and is able to clarify the importance of the vision in terms that are
understandable to others
2. Personal risk. Willing to take on high personal risk, incur high
costs and engage in self-sacrifice to achieve the vision
3. Environmental sensitivity. Able to make realistic assessments
of the environmental constraints and resources needed to bring
about change
4. Sensitivity to follower needs. Perceptive of others’ abilities
and responsive to their needs and feelings
5. Unconventional behavior. Engages in behaviors that are
perceived as novel and counter to norms

Importance of vision
◦ Must be inspirational, value-centered, realizable,
and given with superior imagery and articulation

Charismatic effectiveness and situation
◦ Charisma works best when:
 The follower’s task has an ideological component
 There is a lot of stress and uncertainty in the
environment
 The leader is at the upper level of the organization
 Followers have low self-esteem and self-worth

Charismatic Leader
◦ Being excited and clearly communicating
excitement to subordinates.
◦ Openly sharing information with employees so that
everyone is aware of problems and the need for
change.
◦ Empowering workers to help with solutions.
Leaders who inspire followers to transcend
their own self-interests and who are capable
of having a profound and extraordinary
effects on followers
Leadership that:
1.
Makes subordinates aware of the importance of their jobs are
for the organization
2.
Makes subordinates aware of their own needs for personal
growth, development, and accomplishment
3.
Motivates workers to work for the good of the organization,
not just for their own personal gain or benefit
Idealized Influence: Provides vision and sense of mission,
instills pride, gains respect and trust
Inspiration: Communicates high expectations, uses
symbols to focus efforts, expresses important purposes in
simple ways
Intellectual Stimulation: Promotes intelligence,
rationality, and careful problem solving
Individualized Consideration: Gives personal attention,
treats each employee individually, coaches, advises

Basis for Action:
◦ Transformational leadership works by encouraging
followers to be more innovative and creative and by
providing ambitious goals

Transformational vs. Charismatic Leadership:
◦ Similar concepts, but transformational leadership
may be considered a broader concept than
charisma.
◦ Instrument-based testing shows the measures to
be roughly equivalent


Leaders who guide or motivate their followers
in the direction of established goals by
clarifying role and task requirements.
Transactional Leaders
◦ Use their reward and coercive powers to encourage
high performance—they exchange rewards for
performance and punish failure.
◦ Push subordinates to change but do not seem to
change themselves.
Contingent Reward: Contracts exchange of rewards for
effort, promises rewards for good performance,
recognizes accomplishments
Management by Exception (active): Watches and
searches for deviations from rules and standards, takes
corrective action
Management by Exception (passive): Intervenes only if
standards are not met
Laissez-Faire: Abdicates responsibilities, avoids making
decisions
Transactional Leaders
• Contingent Reward
Leaders who guide or motivate
their followers in the direction
of established goals by
clarifying role and task
requirements
• Management by
Exception (active)
• Management by
Exception (passive)
• Laissez-Faire
Transformational Leaders
Leaders who provide the four
“I’s” (individualized
consideration, inspirational
motivation, idealized influence,
and intellectual stimulation)
• Idealized Influence
• Inspirational Motivation
• Intellectual Stimulation
• Individual
Consideration
Transactional
•
•
Contingent Reward:
– Contracts exchange of
rewards for effort,
promises rewards for good
performance, recognizes
accomplishments
•
Idealized Influence:
•
Inspiration:
•
Intellectual Stimulation:
•
Individualized
Consideration:
Management by
Exception:
– Active: Watches and
searches for deviations
from rules and standards,
takes corrective action
– Passive: Intervenes only if
standards are not met
•
Transformational
Laissez-Faire:
– Abdicates responsibilities,
avoids making decisions
– Provides vision and sense
of mission, instills pride,
gains respect and trust
– Communicates high
expectations, uses symbols
to focus efforts, expresses
important issues simply
– Promotes intelligence,
rationality, and problem
solving
– Gives personal attention,
coaches, advises

Transactional Leaders

Transformational Leaders

Not opposing, but complementary, approaches to
leadership
◦ Leaders who guide or motivate their followers in the
direction of established goals by clarifying role and task
requirements
◦ Inspire followers to transcend their own self-interests
for the good of the organization; they can have a
profound and extraordinary effect on followers
◦ Great transformational leaders must also be
transactional; only one type is not enough for success

1. Define the term ‘leader’.

2. Are managers and leaders the same?

3. Discuss trait theories of leadership.

4. Compare and contrast the differences
between charismatic, transformational and
transactional leaders.