Leadership Theories & Practice

1. Leadership Theories & Practice HBD 6776 Dr. Kimanya Ards

2. Comparison of Charismatic and Transformational Leaders • Enhanced sense of who they are • Maintains a clear picture of their PM in life • Showcases PM through leadership

3. Personal Meaning • PM is the degree to which people’s lives make emotional sense • Achievement of the “work–life balance”

4. Influential Factors of Personal Meaning • Self‐belief • Legacy • Selflessness • Cultural heritage and traditions • Activist mind‐set • Faith and spirituality • Personal interests • Values Test Question

5. Self‐Belief • Knowing who you are • Having the confidence to know your are capable • Positive self‐concept including: – Emotional stability – High self‐esteem – High generalized self‐efficacy – Internal locus of control • Charismatic leaders overcome inner conflict in order to reach their full potential

6. Legacy • Allows an individual’s accomplishments to “live on” in one’s followers • Charismatic leaders are driven to leave their personal mark on society.

7. Selflessness • An unselfish regard for helping others • Use of motivation through concern for others rather than for oneself • Helping others motivates many charismatic leaders

8. Cultural Heritage and Traditions • May be used as vehicles to transfer charisma to others • May be done through rites and ceremonies • May also be in the form of oral and written traditions

9. Activist Mind‐Set • Charismatic leaders use political and social causes as opportunities to influence change • They magnify a climate of dissatisfaction by encouraging activism that heightens follower’s willingness to change the status quo

10. Faith and Spirituality • Charismatic leaders often face hardships while leading missions of change and rely on faith for support • Charismatic leaders sustain faith by linking behaviors and goals to a “dream” vision of a better future

11. Personal Interests • Personal pursuits may reflect aspects of one’s personality • Charismatic leaders seek to establish and affirm their identities through the pursuit of meaningful personal pursuits

12. Values • Generalized beliefs or behaviors that are considered important • Provide basis for meaning • Charismatic leadership has been described as values‐based leadership

13. Weber’s Conceptualizationof Charisma • Weber used the term “charisma” to explain a form of influence based on follower perceptions that a leader is endowed with the gift of divine inspiration • Charisma has been called “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty”

14. Weber’s Conceptualizationof Charisma (cont.) • Weber saw in a charismatic leader someone who: –Visualizes an uplifting mission – Inspires potential followers to act because they believe the leader is extraordinarily gifted – Has an ability to inspire and build confidence

15. Differentiating Between Charismatic and Noncharismatic Leaders • Four behavior attributes – Dissatisfaction with status quo – Compelling nature of the vision – Use of unconventional strategies for achieving desired change – Realistic assessment of resource needs for achieving desired change

16. Differentiating Between Charismatic andNoncharismatic Leaders (cont.) • Dissatisfaction with the status quo – Charismatic leaders are against to current status and work hard to change it – Noncharismatic leaders agree with the status quo and want to maintain it

17. Differentiating Between Charismatic andNoncharismatic Leaders (cont.) • Vision formulation and articulation – Effective articulation of vision is measured in what is said (content and context) and how it is said (oratorical abilities) – Charismatic leaders articulate the context of their message by highlighting positive images of the future vision and negative images of the present

18. Differentiating Between Charismatic andNoncharismatic Leaders (cont.) • Use of unconventional strategies – Noncharismatic leaders use available or conventional means to achieve existing goals – Charismatic leaders use unconventional means to transcend the existing order

19. Differentiating Between Charismatic andNoncharismatic Leaders (cont.) • Awareness of resource needs and constraints – They are sensitive to both the capabilities and emotional needs of followers – They are aware of the need to align organizational strategies with existing capabilities to ensure a successful transformation

20. Effects of Charismatic Leadership • Similarity of follower’s beliefs and values to those of the leader • Heightened sense of self‐confidence to contribute to accomplishment of the mission • Acceptance of higher or challenging goals

21. Effects of Charismatic Leadership (cont.) • Identification with and emulation of leader • Unconditional acceptance of leader • Strong affection for the leader • Obedience to the leader

22. Qualities of CharismaticLeaders (cont.) • Vision – Is the ability to imagine different and better conditions and ways to achieve them

23. Qualities of CharismaticLeaders (cont.) • Superb communication skills – Charismatic leaders can communicate complex ideas and goals in clear, compelling ways – They are also adept and tailor their language to particular groups, thereby better engaging them mentally and emotionally

24. Qualities of CharismaticLeaders (cont.) • Self‐confidence and moral conviction – Charismatic leaders build trust in their followers through: – Unshakeable self‐confidence – An abiding faith – Strong moral conviction – Optimism

25. Qualities of CharismaticLeaders (cont.) • Ability to trust others – Charismatic leaders build support and trust by showing commitment to followers’ needs over self‐interest and by being fair – These qualities inspire followers and often result in greater cooperation between a leader and followers

26. Qualities of CharismaticLeaders (cont.) • High risk orientation – Charismatic leaders earn followers’ trust by willing to incur great personal risk – People admire the courage of those who take high risk – Charismatic leaders also use unconventional strategies to achieve success

27. Qualities of CharismaticLeaders (cont.) • High energy and action orientation – Charismatic leaders are energetic and serve as role models for getting things done on time – They engage their emotions in everyday work life – Charismatic leaders tend to be emotionally expressive, especially through nonverbal means

28. Qualities of CharismaticLeaders (cont.) • Relational power base – Charismatic leadership is intensely relational and based almost entirely upon referent and expert power – Charismatic leadership involves an emotionalized relationship with followers

29. Qualities of CharismaticLeaders (cont.) • Minimum internal conflict – Charismatic leaders are convinced they are right in their vision and strategies – Because of this conviction, they experience less guilt and discomfort in pushing followers to stay the course even when faced with threats

30. Qualities of CharismaticLeaders (cont.) • Ability to empower others – Charismatic leaders empower followers by building their self‐efficacy • Self‐promoting personality – Charismatic leaders are not “afraid to toot their own horn”

31. Acquiring Charismatic Qualities • Suggested strategies for acquiring or enhancing one’s charismatic qualities include: – Developing your visionary skills – Practicing being candid – Developing a warm, positive, and humanistic attitude – Developing an enthusiastic, optimistic, and energetic personality

32. Transactional Leadership • Based on the concept of exchange between leader and employees • Leader provides resources and rewards in exchange for motivation, productivity, effective goal, or task accomplishments

33. 2 Types of Transactional Leadership • Contingent Reward • Positively reinforce appropriate behaviors • Negatively reinforce inappropriate behaviors • Highly ineffective and/or satisfying to all

34. The Downside of Transactional Leadership • Low expectations • Minimal accomplishments • Low levels of satisfaction • Focus is on short-term, immediate outcomes only

35. Transformational Leadership • Develop a clear and appealing vision • Develop a strategy for attaining the vision • Articulate and promote the vision • Act confident and optimistic • Express confidence in follower • Use early success in small steps to build confidence

36. Transformational Leadership • Adapt ideology incrementally to conditions • Identify and eliminate cultural disparities • Articulate the ideology clearly and persistently • Keep actions and decisions consistent with ideology

37. Transformational Leadership • Use cultural forms to emphasize ideology • Emphasize continuity in socialization practices • Manage the politics of subcultures • Develop cultural maintenance leadership at all level

38. Transformational leadership • Charisma or idealized influence • Inspirational motivation • Intellectual stimulation • Individualized consideration (Bass, 1981)

39. Transformational Leadership “The ability to get people to want to change and to lead change.”

40. The Effects ofTransformational Leadership • Individual level – Transformational leaders influence their constituencies to make the shift from focus on self‐interests to a focus on collective interests • Group level – Transformational leadership was found to influence team performance and team potency • Organizational level – There is broad support for the proposition that transformational leadership can change both an organization’s climate and culture

41. Charismatic versusTransformational Leadership • Charismatic leaders by nature are transformational, but not all transformational leaders achieve their transforming results through the charismatic effects of their personalities • Transformational leaders are similar to charismatic leaders in that they can articulate a compelling vision of the future and influence followers by arousing strong emotions in support of the vision • Transformational leaders can emerge from different levels of the organization

42. Charismatic versusTransformational Leadership (cont.) • Charismatic leaders are most likely to emerge in the throes of a crisis • The response by people to a charismatic or transformational leader is often highly polarized, but the emotional levels of resistance toward charismatic leaders are more extreme than those toward transformational leaders

43. Transformational vs.Transactional Leadership Transformational leadership Transactional leadership – Caters to the self‐interest self of followers by rewarding specific behaviors and performance that meets with the leader’s expectations and punishes behavior and performance that does not meet expectations – Leaders are described as task‐ and reward‐oriented, structure, and passive – Involves specific contractual arrangements with followers that provides them with benefits that satisfy their needs and desires in exchange for meeting specified objectives or performing certain duties – Promotes stability – Exploits knowledge at the organizational level – Focuses on defining roles and task requirements and giving rewards that are contingent on task fulfillment • Inspires followers to go beyond self‐interest and act for the good of the organization • Leaders are described as influential, inspirational, and charismatic • Serves to change the status quo by articulating to followers the problems in the current system and a compelling vision of what a new organization could be • Creates significant change in both followers and organizations • Creates and shares knowledge at the individual and group levels • Emphasize the importance of group values and focus on collective interests

44. Summary • Transformational = Go beyond self interests for the good of the whole

45. RELIGION vs. SPIRITUALITY Religion is concerned with faith in the claims of one faith tradition or another, an aspect of which is the acceptance of some form of heaven or nirvana. Connected with this are religious teachings or dogma, ritual prayer, and so on. Spirituality is concerned with those qualities of the human spirit-such as love and compassion, patience tolerance, forgiveness, contentment, a sense of responsibility, a sense of wholeness and harmony-which bring happiness to both self and others.

46. RELIGION vs. SPIRITUALITY • The common bridge between spirituality and religion is Altruistic love – regard or devotion to the interests of others. • In religion this is manifested through the golden rule which is common to all major religions.

47. RELIGION vs. SPIRITUALITY • From this perspective, spirituality is necessary for religion but religion is not necessary for spirituality. • Spiritual leadership can therefore either be inclusive or exclusive of religious theory and practice.

48. SPIRITUAL LEADERSHIP The theory of spiritual leadership was developed within an intrinsic motivation model that incorporates vision, hope/faith, and altruistic love, theories of workplace spirituality, and spiritual survival/well-being.

49. EXTRINSIC MOTIVATION REWARD PERFORMANCE EFFORT = (GIVE ME A REWARD TO WORK) INTRINSIC MOTIVATION PERFORMANCE EFFORT = REWARD (MY WORK IS MY REWARD) SPIRITUAL LEADERSHIP Based in Intrinsic Motivation

50. Hope/Faith (Effort) • Endurance • Perseverance • Do What It Takes • Stretch Goals • Expectation of Reward • Victory • Vision (Performance) • Broad appeal to key Stakeholders • Defines the Destination and Journey • Reflects High Ideals • Encourages Hope/Faith • Establishes a Standard of Excellence • Kindness • Empathy/Compassion • Patience • Trust/Loyalty • Altruistic Values (Reward) • Forgiveness • Integrity • Honesty • Courage • Humility QUALITIES OF PERSONAL SPIRITUAL LEADERSHIP AS INTRINSIC MOTIVATION THROUGH VISION, HOPE/FAITH and ALTRUISTIC VALUES PERSONAL SPIRITUAL LEADERSHIP Qualities