領(lǐng)導(dǎo)學(xué)：在實(shí)踐中提升領(lǐng)導(dǎo)力（原書(shū)第10版）教案-指導(dǎo)手冊(cè) 第16章　領(lǐng)導(dǎo)力與變革

Chapter16-LeadershipandChange

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Copyright2022?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

Part4:FocusontheSituation

Followers

Leader

Situation

Chapter16:LeadershipandChange

LearningObjectivesforChapter16

LO16-01:Recitetherationalapproachtoorganizationalchange.

LO16-02:Identifytheemotionalapproachtoorganizationalchange,includingcharismaticandtransformationalleadership.

LO16-03:DefineBass’stheoryoftransformationalandtransactionalleadership.

Chapter15BriefOutline

Introduction

TheRationalApproachtoOrganizationalChange

Dissatisfaction

Model

Process

Resistance

ConcludingThoughtsabouttheRationalApproachtoOrganizationalChange

TheEmotionalApproachtoOrganizationalChange:CharismaticandTransformationalLeadership

CharismaticLeadership:AHistoricalReview

WhatAretheCommonCharacteristicsofCharismaticandTransformationalLeadership?

LeaderCharacteristics

Vision

Rhetoricalskills

Imageandtrustbuilding

Personalizedleadership

FollowerCharacteristics

IdentificationwiththeLeaderandtheVision

HeightenedEmotionalLevels

WillingSubordinationtotheLeader

FeelingsofEmpowerment

SituationalCharacteristics

Crises

SocialNetworks

OtherSituationalCharacteristics

ConcludingThoughtsabouttheCharacteristicsofCharismaticandTransformationalLeadership

Bass’sTheoryofTransformationalandTransactionalLeadership

ResearchResultsofTransformationalandTransactionalLeadership

Summary

ExtendedOutlineforChapter16

Introduction

Organizationstodayfacemyriadpotentialchallenges

Thebestleadersarethosewho

Recognizethesituationalandfollowerfactorsinhibitingorfacilitatingchange

Paintacompellingvisionofthefuture

Andformulateandexecuteaplanthatmovestheirvisionfromadreamtoreality

Thescopeofanychangeinitiativevariesdramatically

Leaderscanusegoalsetting,coaching,orperformancemanagementskillstoeffectivelychangethebehaviorsandskillsofindividualdirectreports

Table16.1identifiessomeofthecommonchangesthattakeplaceinorganizations

Itisobviousthatchangesofthismagnitudeinvolvemorethancoachingandmanagingtheperformanceofindividualfollowers

Becausethischapterbuildsonmuchofthecontentofthepreviouschapters,itisfittingthatitappearsneartheendofthetext

Tosuccessfullyleadlarger-scalechangeinitiatives,leadersneedtoattendtothesituationalandfollowerfactorsaffectingtheirgroupororganization–Chapters9,10,11,12,and14

Theymustalsouseintelligence,problem-solvingskills,creativity,andvaluestosortoutwhatisimportantandformsolutionstothechallengesfacingtheirgroup–Chapters5,6,and7

Butsolutionsinandofthemselvesarenoguaranteeforchange

Leadersmustusetheirpowerandinfluence,personalitytraits,coachingandplanningskills,andknowledgeofmotivationaltechniquesandgroupdynamicstodrivechange

Chapters3,4,8,9,10,12,and18

Examplesofwhatittakestodrivelarge-scaleorganizationalchangecanbefoundinHighlights16.1and16.2

ThischapterbeginsbyrevisitingtheleadershipversusmanagementdiscussionfromChapter1

Wethendescribearationalapproachtoorganizationalchangeandspelloutwhatleaderscandoiftheywanttobesuccessfulwiththeirchangeefforts

Thismodelalsoprovidesagooddiagnosticframeworkforunderstandingwhymanychangeeffortsfail

Weincludeinthischapteradiscussionofanalternativeapproachtochange–charismaticandtransformationalleadership

Unliketherationalapproachtochange,thecharismaticandtransformationalleadershipframeworkplacesconsiderableweightonfollowers’heightenedemotionallevelstodriveorganizationalchange

Thechapterconcludeswithanoverviewofthesefactorsandareviewofthepredominanttheoryinthefield,Bass’stheoryoftransformationalandtransactionalleadership

TheRationalApproachtoOrganizationalChange

Anumberofauthorshavewrittenaboutorganizationalchange,eachwithuniqueperspectivesonleadershipandchange,buttheyalsoshareanumberofcommoncharacteristics

Onemodelprovidesaroadmapforleaderswantingtoimplementanorganizationalchangeinitiative,aswellasadiagnostictoolforunderstandingwhychangeinitiativesfail

C=DxMxP>R

TheDrepresentsfollowers’dissatisfactionwiththecurrentstatusquo

Msymbolizesthemodelforchangeandincludestheleader’svisionofthefutureaswellasthegoalsandsystemsthatneedtochangetosupportthenewvision

Prepresentsprocess,whichconcernsdevelopingandimplementingaplanthatarticulatesthewho,what,when,where,andhowofthechangeinitiative

Rstandsforresistance–peopleresistchangebecausetheyfearalossofidentityorsocialcontacts,andgoodchangeplansaddressthesesourcesofresistance

Finally,theCistheamountofchange–noticeleaderscanincreaseCby

Increasingthelevelofdissatisfaction

Increasingtheclarityofvision

Developingawell-thought-outchangeplan

Ordecreasingtheamountofresistanceinfollowers

Dissatisfaction

Followers’levelofsatisfactionisanimportantingredientinaleader’sabilitytodrivechange

Thekeyistoincreasedissatisfaction(D)tothepointwherefollowersareinclinedtotakeaction,butnotsomuchthattheydecidetoleavetheorganization.

Thefirststepistodeterminehowsatisfiedfollowersarewiththecurrentsituation

Toincreasedissatisfaction,leaderscantalkaboutpotentialcompetitive,technology,orlegalthreatsoremployeeconcernsaboutthestatusquo

Theycancapitalizeonorevencreatesometypeoffinancialorpoliticalcrisis,comparebenchmarksagainstcompetitors,orincreaseperformancestandards

SeeHighlight16.3

Model

Thefourkeycomponentstothemodel(M)variableinthechangeformulainclude

Environmentalscanning

Avision

Thesettingofnewgoalstosupportthevision

Andneededsystemchanges

Keepinguptodateoncurrentevents,reviewingorganizationalreports,andtakingtimetolistentofollowers’concernsaretechniquestoconductexternalandinternalscans

Thisinformationisusedtoformulateavisionforthechangeinitiative

Often,leaderssolicitfollowersforideasandworkwithateamoffollowerstocraftavision–bothactionshelpincreasefollowers’commitmenttothenewvision

Itisimportanttounderstandthedifferencebetweenvisionandgoals

Avisionprovidesguidanceforanorganization’sactions

Goalsspelloutspecificallywhattheorganizationistryingtoaccomplishandwhentheywillgetdone

Goalscanbeexternallyorinternallyfocusedorboth,dependingontheresultsoftheenvironmentalscanandthevisionoftheorganization

Highlight16.4providesanexampleofavisionstatementandorganizationalgoalsforawaste-to-energypowercompany

Afterdeterminingthegoals,theleaderwillneedtodeterminewhichsystemsneedtochangefortheorganizationtofulfillitsvisionandaccomplishitsgoals

Leaderswantingtheirorganizationalchangeinitiativestosucceedwillneedtotakeasystemsthinkingapproachaftersettingorganizationalgoals

Thisapproachhasleadersthinkabouttheorganizationasasetofinterlockingsystems

Andexplainshowchangesinonesystemcanhaveintendedandunintendedconsequencesforotherpartsoftheorganization

Leadersmayneedtosetgoalsandputactionplansinplaceforeachofthesesystemchanges

Theseactionscanbecontrastedtosiloedthinking

Inwhichleadersacttooptimizetheirpartoftheorganizationattheexpenseofsuboptimizingtheorganization’soveralleffectiveness

Figure16.1isagraphicdepictionofasystemsmodelforleadershippractitioners

Allcomponentsofthismodelinteractwithandaffectallothercomponents

Oneofthekeystosuccessfulorganizationalchangeisensuringallcomponentsalign

Acommonmistakeistochangetheorganization’svision,structure,andsystemsandoverlooktheorganization’scultureandleader/followercapabilities

About70percentofchangeinitiativesfail,andtheunderlyingcauseisoftentheleader’sinabilityorunwillingnesstoaddresscultureandcapabilityissues

Process

TheDandMcomponentsaretheeasiesttoalter,whiletheprocess(P)componentiswherethechangeinitiativebecomestangibleandactionablebecauseitconsistsofthedevelopmentandexecutionofthechangeplan

Goodchangeplansoutlinethe

Sequenceofevents

Keydeliverables

Timelines

Responsibleparties

Metrics

Andfeedbackmechanismsneededtoachievetheneworganizationalgoals

Theymayalsoinclude

Thestepsneededtoincreasedissatisfactionanddealwithanticipatedresistance

Anoutlineoftrainingandresourceneeds

Andacomprehensivecommunicationplantokeepallrelevantpartiesinformed

SeeProfilesinLeadership16.1

Dependingonthedepthandbreadthofchange,changeplanscanbedetailedandcomplicated

Ofcoursetheplanitselfisonlyaroadmapforchange

Changewilloccuronlywhentheactionstepsoutlineintheplanarecarriedout

Thisisanotherareawhereleaderscanrunintotrouble

OneofthereasonswhyCEOsfailisaninabilitytoexecute,andoneofthereasonswhyfirst-linesupervisorsderail

Perhapsthebestwaytogetfollowerscommittedtoachangeplanistohavethemcreateit

Ifitisimpossibleforallthefollowersaffectedbythechangetobeinvolved,followercommitmentcanbeincreasedif

Thenewexpectationsforbehaviorandperformanceareexplicit

Thepersonalbenefitsofthechangeinitiativearemadeclear

Andfollowersalreadyhaveastrongandtrustingrelationshipwiththeirleader

Leaderswillneedtospendconsiderabletimeregularlyreviewingprogressandholdingpeopleaccountablefortheirrolesandresponsibilitiesinthechangeplan

Lackofafollow-throughwillcausefollowerstodropthechangeinitiative

Leadersshouldalsoanticipateshiftsinfollowershiptypesoncethechangeplanisimplemented

Self-startersmayshifttobecomecriticizers,brown-noserstoslackers,orslackerstocriticizers

Leaderswhoaddresstheseshiftsintypesandinappropriatefollowerbehaviorsinaswiftandconsistentmanneraremorelikelytosucceedwiththeirchangeintitiatives

SeeProfilesinLeadership16.2

Resistance

Thereisoftenatemporarydropinperformanceorproductivityasfollowerslearnnewsystemsandskills

Thisdifferencebetweeninitialexpectationsandrealityistheexpectation-performancegapandcanbeasourceofconsiderablefrustration–seeFigure16.2

Ifnotmanagedproperly,itcansparkresistance(R),causingfollowerstorevertbacktooldbehaviorsandsystemstogetthingsdone

Leaderscanhelpfollowersdealwiththeirfrustrationby

Settingrealisticexpectations

Demonstratingahighdegreeofpatience

Andensuringthatfollowersgainproficiencywiththenewsystemsandskillsasquicklyaspossible

Goodchangeplansaddresstheexpectation-performancegapbybuildingintrainingandcoachingprogramstoimprovefollowerskilllevels

Anotherreasonfollowersmightresistchangeisafearofloss

Becauseofthechange,followersareafraidoflosing

Power

Closerelationshipswithothers

Valuedrewards

Theirsenseofidentity

Orbeingseenasincompetent

Thefearoflossisapredictableandlegitimateresponsetoanychangeinitiative

SomeleaderresponsestothesefearscanbefoundinTable16.2

Changeinitiativesaremorelikelytosucceedifchangeplansidentifyandaddresspotentialareasofresistance

Fourreactionstochange–shock,anger,rejection,andacceptance–aretheSARAmodel

ForleadersawareoftheSARAmodel

Thefirststepistosimplyrecognizethatchangeisgoingtostiremotionsandpeopleundergofourtypesofreactionswhencopingwithchange

Second,leadersneedtounderstandthatindividualfollowerscantakemoreorlesstimetoworkthroughthefourstages

Acceleratethepacebymaintaininganopendoorpolicy,demonstratingempathy,andlisteningtoconcerns

Third,peoplearenotlikelytotakepositiveactiontowardchangeuntiltheyreachtheacceptancestage

Fourth,leadersneedtounderstandthatwherepeopleareintheSARAmodelvariesaccordingtoorganizationallevel

TopexecutivesareusuallythefirsttorecognizetheneedforchangeandtheyadvancethroughtheSARAmodelfirst

Nextaremiddlemanagers,thenfirst-linesupervisors,thenindividualcontributors

ThesethreegroupsallgothroughthestagesoftheSARAmodelbutatdifferenttimes–seeFigure16.3

Justwhentopexecutivesreachtheacceptancestage,first-linesupervisorsandindividualcontributorsareintheangerorrejectionstages

Bythistime,topleadersarereadytogetonwithimplementationandmayfailtodemonstrateempathyandlisteningskills

ThismaybeanotherreasonforthedepressedperformanceinFigure16.2

ConcludingThoughtsabouttheRationalApproachtoOrganizationalChange

Thesituational,follower,andleadercomponentsoftherationalapproachtoorganizationalchangeareshowninFigure16.4

Althoughvision,goals,andchangeplansareoftencollaborative,theyarealeader’sresponsibility

Leadersalsoneedtothinkabouttheimportanceofcriticalmassfordrivingchange

Theymaybemoresuccessfulbyfocusingchangeeffortsonearlyadoptersandthoseonthefence

Onceacriticalmassisreached,adoptersexertpeerpressureonthosereluctanttochange

Leadersneedbothgoodleadershipandgoodmanagementskillsforlongtermchangesuccess

Leadershipskillsareimportantfor

Determininganewvisionfortheorganization

Increasingdissatisfaction

Coachingfollowersonhowtodothingsdifferently

Andovercomingresistance

Managementskillsareimportantwhen

Settinggoals

Creating,implementing,andreviewingprogressonchangeplans

Bothsetsofskillsareimportantinorganizationalchangebutalsoplayakeyroleindeterminingwhetheranewcompanysucceedsorfails

Althoughbothsetsofskillsareimportant,leadersshouldrecognizethereisanaturaltensionbetweenleadershipandmanagementskills

Inmanywaysmanagementskillshelpmaintainthestatusquo,whileleadershipskillsareoftenusedtochangethestatusquo

Leaderswhooveruseoroveremphasizeeithersetofskillsislikelytosuboptimizeteamororganizationalperformance

Twoleadershipandmanagementskillsseemvitallyimportanttodrivingchangeandareworthdiscussinginmoredetail

Adaptiveleadershipinvolvesbehaviorsassociatedwithbeingabletosuccessfullyflexandadjusttochangingsituations

Change,challenge,andadversityseemtobepartofmostorganizationstoday

Effectiveleadersarethosereadytoadapttheirleadershipstylestothesituation

Learningagilityisthecapabilityandwillingnesstolearnfromexperienceandapplytheselessonstonewsituations

Themosteffectiveleadershavehighlevelsoflearningagilityandadaptability

Theyknowhowtobuildteamsandgetresultsthroughothersinchangingsituations

Theyalsocanflexandadjusttheirbehaviorasneededtoadapttosituationaldemands

Finally,itisworthnotingthattherationalapproachprovidesaprocessfordrivingchangeandanunderstandingofwhychangeinitiativessucceedorfail

LeaderscanusetheC=DxMxP>Rasaroadmapfor

Creatinganewvisionandgoals

Changingtheproductsandservicestheorganizationoffers

ChangingtheIT,financial,operations,maintenance,orcompensationssystems

Diagnosingwhereachangeinitiativehasfallenshort

Giventhepowerofthemodel,therationalapproachtochangegivesleadersausefulheuristicfordrivingorganizationalandcommunitychange–seeHighlight16.5

TheEmotionalApproachtoOrganizationalChange:CharismaticandTransformationalLeadership

Althoughtherationalapproachprovidesastraightforwardmodelfororganizationalchange,itseemsthatmanylarge-scalepolitical,societal,ororganizationalchangeswerenotthisformulaic

ThoughMahatmaGandhi,MartinLutherKing,Jr.,andFidelCastrodifferinimportantways,theyallshareonedistinctcharacteristic–charisma

Charismaticleadersarepassionate,drivenindividualswhopointoutproblemswiththecurrentsituationandpaintacompellingvisionofthefuture

Throughthisvision,theygenerateexcitementamongfollowersandbuildstrongpersonalattachmentswiththem

Thecombinationofacompellingvision,heightenedemotionallevels,andstrongpersonalattachmentsoftencompelsfollowerstoputforthgreaterefforttochange

Butenthusiasmandpassioncanbeadual-edgedsword

Somecharismaticmovementsresultinpositiveandpeacefulchange

Whenpassionisusedforselfishorpersonalgains,itcanhaveanequallydevastatingeffectonsociety

Thesystematicinvestigationofcharismaticleadershipisrelativelyrecent

Theremainderofthischapterbeginswithahistoricalreviewofresearchoncharismaticleadershipandtheleader-follower-situationcomponentsofcharismaticleadership

Wewillthenreviewthemostpopularconceptualizationofcharisma

Bass’stheoryoftransformationalandtransactionalleadership

CharismaticLeadership:AHistoricalReview

Priortothemid-1970s,charismaticleadershipwasstudiedbyhistorians,politicalscientists,andsociologists

MaxWeber,asociologist,wrotethesinglemostimportantwork

Webercategorizedsocietiesintooneofthreetypesofauthoritysystems

Traditional

Legal-rational

Andcharismatic

Inthetraditionalauthoritysystem,thetraditionsorunwrittenlawsofthesocietydictatewhohasauthorityandhowthisauthoritycanbeused–suchasthemonarchiesofEngland

Traditionalauthoritysystemsarepervasiveandsomehighervisibilityexamplesinclude

SaudiArabia,Kuwait,Jordan,NorthKorea,andBrunei

Notlimitedtocountries–manyCEOsinprivatelyheldcompaniesarecontrolledbyamajorityshareholderwhoareoftenchildrenorrelativesofthepreviousCEO

Walmart,BMW,Samsung,Cargill,Amway,andBechtel

Inthelegal-rationalauthoritysystemapersonpossessesauthoritynotbecauseoftraditionorbirthrightbutbecauseofthelawsthatgovernthepositionoccupied

Thepowerisinthepositionitselfratherthaninthepersonoccupyingtheposition

Large-scaleorganizationalchangesoccurafterindividualsareelectedorappointedinlegal-rationalauthoritysystems

PolicyandstaffingchangesoccurwhenindividualsarehiredorpromotedtobethenextCEO

Thesetwoauthoritysystemscanbecontrastedtothecharismaticauthoritysystem,inwhichpeoplederiveauthoritybecauseoftheirexemplarycharacteristics

Charismaticleadersaresetapartfromordinarymortals

Locusofauthorityinthissystemsrestswiththeindividualpossessingthecharisma,notderivedfrombirthrightorlaws

AccordingtoWeber,charismaticleaderscomefromthemarginsofsocietyandemergeasleadersintimesofgreatsocialcrisis

Charismaticauthoritysystemsareusuallytheresultofarevolutionagainstthetraditionalandlegal-rationalauthoritysystems

Charismaticauthorityoftenresultsinsudden,radical,andsometimesviolentchange

Buttendstobemuchshorterlivedthantraditionalorlegal-rationalauthoritysystems

Charismaticleadersmustprojectanimageofsuccessinorderforfollowerstobelievetheypossesssuperhumanqualities

Anyfailureswillcausefollowerstoquestionthedivinequalitiesoftheleaderandinturnerodetheleader’sauthority

ProbablythebiggestcontroversyofWeber’stheoryconcernsthelocusofcharismaticleadership

Anumberofauthorsarguethatcharismaticmovementscouldnottakeplaceunlessthesocietywasinacrisis

Theyarguethatbeforealeaderisperceivedascharismatic,thesocialsituationmustbesuchthatfollowersrecognizetherelevanceoftheleader’squalities

Othersarguethatcharismaticleadershipisprimarilyafunctionoftheleader’sextraordinaryqualities,notthesituation

Extraordinarypowersofvision,rhetoricalskillstocommunicatethevision,asenseofmission,highself-confidenceandintelligence,andhighexpectationsforfollowers

Finally,somearguethatthelitmustestforcharismaticleadershipdoesnotdependontheleader’squalitiesorthepresenceofacrisis,butratheronfollowers’reactionstotheleader

Charismaisattributedonlytothoseleaderswhocandevelopparticularlystrongemotionalattachmentswithfollowers

ThedebatesurroundingcharismaticleadershipshiftedwithJamesMacGregorBurns,aprominentpoliticalscientistwhobelievedthatleadershipcouldtaketwoforms:

Transactionalleadershipoccurredwhenleadersandfollowerswereinsometypeofexchangerelationshiptogetneedsmet

Theexchangecouldbeeconomic,political,orpsychological

Commonbuttendstobetransitorywithnopurposetoholdpartiestogether

Whileeffective,itdidnotresultinorganizationalchangeandtendedtoperpetuateandlegitimizethestatusquo

SeeHighlight16.6

Transformationalleadershipchangesthestatusquobyappealingtofollowers’valuesandtheirsenseofhigherpurpose

Theseleadersarticulatetheproblemsinthecurrentsystemandhaveacompellingvisionofwhataneworganizationcouldbe

Thenewvisionisintimatelylinkedtothevaluesofboththeleaderandthefollowers

Thisisultimatelyamoralexerciseinthatitraisesthestandardofhumanconduct

Transformationalleadersareadeptatreframingissues

Theypointouthowtheproblemscanberesolvedwiththeleader’svision

Theyteachfollowershowtobecomeleaders

Theyincitefollowerstoplayactiverolesinthechangemovement

SeeProfilesinLeadership16.1,16.2,16.3,16.4,and16.5

Alltransformationalleadersarecharismatic,butnotallcharismaticleadersaretransformational

Transformationalleadersarecharismaticbecausethey

Articulateacompellingvisionofthefuture

Andformstrongemotionalattachmentswithfollowers

However,thisvisionandtheserelationshipsarealignedwithfollowers’valuesystemsandhelpthemgettheirneedsmet

Charismaticleaderswhoarenottransformational

Conveyavisionandformstrongemotionalbondswithfollowers

Buttheydosotogettheirownneedsmet

Bothcharismaticandtransformationalleadersstrivefororganizationalchange

Thedifferenceiswhetherthechangesbenefittheleaderorthefollowers

Transformationalleadersarealwayscontroversial

Charismaticleadersraiseconflictsovervalues

Controversyarisesbecausepeoplewiththemosttoloseputupthemostresistance

Theemotionallevelsofthoseresistingisoftenasgreatasthoseembracingit

Transformationalleadershipinvolvesconflictandchange,andtransformationalleadersmustbewillingto

Embraceconflict

Makeenemies

Exhibitahighlevelofself-sacrifice

Andbethick-skinnedandfocused

SeeProfilesinLeadership16.3

Researchoverthepast35yearshasexploredcross-cultural,gender,succession,leader,follower,situational,andperformanceissuesincharismaticortransformationalleadership

Wenowknowthatcharismaticortransformationalleadershipisbothcommonandrare

Commonbecauseitcanoccurinalmosteverysocialstratumacrosseveryculture

Rarebecausemostpeopleinpositionsofauthorityarenotperceivedascharismaticortransformationalleaders

Wealsoknowthatwomentendtobeperceivedasmorecompetentthanmalecounterparts

Andtransformationalleadershipresultsinhighergroupperformancethantransactionalleadership

Althoughcharismaticortransformationalleadershipoftenresultsinlarge-scaleorganizationalchangeandhigherperformance

Thereislittleevidencethatchangesremainpermanentaftertheleadermoveson

Someresearchersfoundthatcharismaticortransformationalleadersdidnotresultinhigherorganizationalperformance,butearnedhigherpaychecksforthemselves

Theseleadersweregoodatgarneringattention,hoggingcredit,andchangingtheirorganizations,butmanychangesdidnotresultinhigherorganizationalperformance

SeeHighlight16.7wherethefollowingkeytermsareintroduced

Within-groupcompetitions

Between-groupcompetitions

Humility

Fromresearchresults,wehavethreenewertheoriesofcharismaticortransformationalleadership

Thefirstusesastagemodeltodifferentiatecharismaticfromnoncharismaticleaders

Charismaticleadersbeginbyassessingthecurrentsituationanpinpointingproblemswiththestatusquo

Theythenarticulateavisionthatrepresentsachangefromthestatusquo

Thisvisionrepresentsachallengeandisamotivatingforceforchangeforfollowers

Thevisionmustbearticulatedinawaythatincreasesdissatisfactionwiththestatusquoandcompelsfollowerstotakeaction

Inthefinalstage,leadersbuildtrustintheirvisionandgoalsbypersonalexample,risktaking,andtheirtotalcommitmenttothevision

Asecondtheorydescribeshowcharismaticleadersachievehigherperformancebychangingfollowers’self-concepts

Charismaticleadersarebelievedto

Motivatefollowersbychangingtheirperceptionsofworkitself

Offeringanappealingvisionofthefuture

Developingacollectiveidentityamongfollowers

Andincreasingtheirconfidenceingettingthejobdone

Thethirdtheoryoftransformationalandtransactionalleadershipviewsthesetwoconceptsasindependentleadershipdimensions

Leaderscanbetransformationalandtransactional

Transactionalbutnottransformational,andsoon

Transformationalleadersarebelievedtoachievestrongerresultsbecausethey

Heightenfollowers’awarenessofgoalsandthemeanstoachievethem

Convincefollowerstotakeactionforthecollectivegoodofthegroup

Haveavisionoffuturethathelpsfollowerssatisfyhigherorderneeds

Thistheoryisbyfarthemostthoroughlyresearchedandwillbediscussedinmoredetaillaterinthechapter

WhatAretheCommonCharacteristicsofCharismaticandTransformationalLeadership?

Wewillusethetermscharismaticandtransformationalleadershipinterchangeablyinthenextsection–throughacknowledgingthefundamentaldifferencebetweenthetwo

Areviewofthecommonleader,followers,andsituationalfactorsandthethreemorerecenttheoriesofcanbefoundinFigure16.5

Researchersaredividedonwhethercharismaticleadershipisdueto

Theleader’ssuperhumanqualities

Aspecialrelationshipbetweenleadersandfollowers

Thesituation

Orsomecombinationofthesefactors

Irresponsiveofthelocusofcharismaticleadership,researchprovidessupportforthenotionthattransformationalleadersareeffectiveatlarge-scalesocietalororganizationalchange

LeaderChara