EFFECTIVE

LEADERSHIP
3rd Edition

Robert N. Lussier
and Christopher F. Achua

This presentation updated and enhanced by:

George W. Crawford
Assistant Professor
Clayton State University
Morrow, GA 30260
georgecrawford@mail.clayton.edu

Copyright (c) 2007 by Thomson South-Western. All rights reserved. 9-1

 Chapter 9
Charismatic and
Transformational
Leadership

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 Chapter 9
Learning Outcomes
• Describe personal meaning and how it influences attributions of
charismatic qualities.
• Briefly explain Max Weber’s conceptualization of charisma.
• Explain the locus of charismatic leadership.
• Describe the four behavioral components of charisma.
• Discuss the effects of charismatic leadership on followers.
• Describe the characteristics that distinguish charismatic from
noncharismatic leaders.
• Discuss how one can acquire charismatic qualities.
• Explain the difference between socialized and personalized
charismatic leaders.
• Distinguish between charismatic and transformational leadership.
• Explain the difference between transformational and
transactional leadership.
• Explain the four phases of the transformation process.
• Explain the basis of stewardship and servant leadership.
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 Chapter 9
Key Terms
• Personal meaning • Socialized
charismatic leader
• Self-belief (SCL)
• Legacy • Personalized
• Selflessness charismatic leader
• Spirituality (PCL)
• Values • Transformational
leadership
• Charisma
• Transactional
• Vision leadership
• Stewardship
• Servant leadership
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 Charismatic and
Transformational Leaders
• More heightened sense of
who they are
• Clear picture of their
personal meaning or purpose
in life sooner
• Seek to actualize personal
meaning through leadership
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 Personal Meaning
• Degree to which people’s
lives make emotional sense
and to which the demands
confronted by them are
perceived as being worthy of
energy and commitment
• Work-life balance
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 Factors that Influence
Personal Meaning
• Self-belief
• Legacy
• Selflessness
• Cultural heritage and traditions
• Activist mind-set
• Faith and spirituality
• Personal interests
• Values

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 Self-Belief
• Knowing who you are based on your
lifespan of experiences, motivation
states, and action orientation
• Closely related to self-concept which
includes
– 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
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 Legacy
• That which allows an individual’s
accomplishments to “live on” in
the ideals, actions, and
creations of one’s followers,
long after his/her death
• Charismatic leaders are driven
to leave their mark on society

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 Selflessness
• An unselfish regard for or
devotion to the welfare of
others
• Concern for others rather than
oneself
• Helping others is a motivation
for many charismatic leaders
• E.g.: mother Theresa &
Princess Diana
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 Cultural Heritage and
Traditions
• May be used to transfer charisma to
others
• May be done through rites and
ceremonies
• May also be in the form of oral and
written traditions
• Frederick Douglas-sought to preserve
African’s heritage and tradition by
emphasizing on education for growth
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 Activist Mind-Set
• Charismatic leaders use political and social
causes
• Seek to influence change and provide
followers better lives
• May magnify a climate of dissatisfaction
to encourage activism
• Must influence followers to be willing to
change the status quo
• Oprah-national Child Protection Act 1991-
establish national database on convicted
child abusers. approved by Bill Clinton-
Oprah Bill-into law.
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 Faith and Spirituality
• Spirituality concerns an individual’s
awareness of connections between human
and supernatural phenomena, which
provide faith
• Faith is the explanation of past and
present experience and, for some, to
predict future experiences
• Charismatic leaders often face hardships
while leading change and rely on faith
for support
– Use a vision or dream to link cause to faith
– E.g.Martin Luther King & Mahatma Ghandi
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 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

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 Values
• Stable and enduring beliefs about
what an individual considers to be
important
• Charismatic leadership has been
described as values-based
leadership
• By aligning their values with their
followers, charismatic leaders may
derive personal meaning from their
actions
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Charismatic Leader Linkages
• Personal meaning is linked to charismatic
leadership
• Leader’s personal meaning influences
behavior
• Behavior is reflected in the leader’s
vision
• Leader’s behavior garners attributions of
charisma from followers
• A primary aspect of charismatic
leadership is the perceptions and
evaluations made by follower about the
leader’s behavior
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 Charisma
• The process of influencing
major changes in the attitudes
and assumptions of organization
members, and building
commitment for the
organization’s objectives
• The special quality that gives
someone power and authority
over a large number of people
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 Weber’s Conceptualization
of Charisma
• Influence based on
follower perceptions
that the leader is
endowed with the
gift of divine
inspiration or
supernatural qualities
• A fire that ignites
followers’ energy and
commitment above
and beyond the call
of duty

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Weber’s Charismatic Leader
• One who visualizes a
transcendent mission of course
of action
• Leader who is appealing to
potential followers
• Compels followers to act
because they believe the leader
is extraordinarily gifted
• Has an aura of power
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 More Modern Theories State
that Charisma May Result
From:
• The situation or social
climate facing the leader
• The leader’s extraordinary
qualities
• An interaction of the
situation and the leader’s
qualities
- This view is gaining credibility
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 Vision Content
and Context
• Charismatic leaders have the ability
to formulate and articulate an
inspirational vision
• Vision content and context has four
steps
– The nature of the status quo
– The nature of the future vision
– Manner the future vision will remove
discontent and provide fulfillment of follower
hopes
– Plans of action for realizing the vision

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 Superb Self-
Communication Confidence
and Moral Ability to
Skills
Vision Conviction Inspire
Trust

Self- Qualities of
High Risk
Promoting
Personality
Charismatic Orientation
Leaders
High Energy
Empowers
and Action
Others
Orientation
Minimum Relational
Internal Power
Conflict Base

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 Vision
• The ability to imagine different
and better conditions and ways
to achieve them
• Future orientation
• See the difference in how
things are and how they should
be
• Charismatic leaders are future-
oriented
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Communications Skills
Great rhetorical (speaking) skills
• Can speak about the vision and
make the followers “see it”
– Think of Dr. King’s “I Have A Dream” speech
– Hitler captivated people, even those who
spoke no German
• Extensive use of metaphors,
analogies, and stories
• Use anecdotes to get the message
across through the telling of
inspiring stories

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 Self-Confidence and
Moral Conviction
• Unshakable self-confidence
– Passed on to followers
• True faith in the “cause”
• Strong moral beliefs
• Willingness to sacrifice
– Self and followers

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 Ability to Inspire
Trust
• Followers have total trust
and belief in the leader and
the “cause”
• Leaders show commitment to
followers, who return it

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 High Risk Orientation
• Willing to be at great
personal risk
– Professionally
– Physically
• Willing to risk the followers
• Use unconventional (risky)
strategies and methods to
achieve goals
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 High Energy and
Action Orientation
• Show emotion in what they do
– Leads to high energy
• Take action
• Serve as role models for
followers
– Who show high energy to emulate
the leader
– Who take actions the leader wants
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Relational Power Base
• Charismatic leaders have
high referent and expert
power
• Followers feel awe, trust,
identification, devotion,
common beliefs,
unquestioning acceptance,
affection
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 Minimum Internal
Conflict
• Through strength of belief
• With referent power
• Due to follower belief in the
leader and the cause

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 Ability To Empower
Others
• Know they need the efforts
and ideas of others
• Empower followers by role
modeling and coaching,
providing feedback and
encouragement, and
persuading followers to take
on more responsibilities
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 Self-Promoting
Personality
• Beat their own drums
• Campaign for “the cause”
• Explain their vision to all
who will listen

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 Can Charisma Be
Developed?
• Evidence seems to indicate that
it can
• It may be that individuals who
develop charisma have the
undeveloped characteristics
which “practice” brings to the
forefront

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4 Strategies to Develop
Charismatic Qualities
Develop visionary skills

Practice being candid

Develop warm, positive,

humanistic attitude

Develop an enthusiastic,
optimistic, energetic personality
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 Personalized
Charismatic Leaders
• Dominant,
Machiavellian, and
narcissistic
personalities
• Pursue leader-
driven goals and
promote feelings of
obedience,
dependency, and
submission in
followers
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 Examples Of Personalized
Charismatic Leaders
• Adolph Hitler
• Josef Stalin
• Benito Mussolini
• Charles Manson
• David Koresh
• Rev. James Jones
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 behavioral attribution components that distinguish
charismatic from noncharismatic leaders.

The discrepancy between the status quo and the vision advocated
by the leader.
•Charismatic leaders strive to change the status quo
•The more idealized or discrepant the future goal is from the status quo,
the better
•The greater the gap, the more likely followers will attribute extraordinary
vision to the leader

The leader’s articulation and role modeling of the

vision.
•Charismatic leaders have the ability to formulate and articulate an
inspirational vision
•Vision content and context has four steps:
•The nature of the status quo
•The nature of the future vision
•Manner the future vision will remove discontent and provide fulfillment of
follower hopes
•Plans of action for realizing the vision

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 The use of unconventional strategies for
achieving desired change.
To transcend the existing order
Evoke sentiments of adoration
Exemplifies heroism, personal risk, and self-sacrifice
Counter to the norm
 
A realistic assessment of resource needs and
other constraints for achieving desired
change.
Are very good strategists
Perform realistic resource and constraint assessments
Sensitive to capabilities and emotional needs of followers
Align strategies and capabilities to ensure transformation

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 Transformational
Leadership
• Focuses on the leader’s
transforming abilities, not their
personal characteristics or the
followers’ reactions
• 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
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 Transformational Leaders
• Create and articulate a vision
• Foster a “buy-in” of team
goals
• May or may not have charisma
• Often inspire by expressing
rational need for change
• Display insight into possible
solutions
• Have the passion to bring
about resolution
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 Transformational Leaders
(cont.)
• Seek to transform or change basic
values, beliefs, and attitudes of
follower
• Articulate a compelling vision of the
future
• Influence followers by arousing strong
emotion in support of the vision
• Cultivate follower acceptance of the
mission
• Have the ability to develop great
symbolic power with which followers will
want to identify
• Serve as mentors to followers
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 Transformational vs.
Charismatic Leaders
• Both may emerge from different levels
of an organization
• There may be many transformational
leaders whereas charismatic leaders are
few in number
• Charismatic leaders are most likely to
emerge during crisis
• Both tend to elicit support and
resistance but charismatic leaders elicit
the highly emotional support and
resistance
• Both involve conflict and change
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 Transformational Leaders
• See themselves as change agents
• Are visionaries with high levels of
trust for their organization
• Are risk-takers, but not reckless
• Articulate core values that guide
their own behavior
• Have exceptional cognitive skills
• Believe in careful planning before
taking action
• Believe in people and show sensitivity
for their needs
• Are flexible and open to learning
from experience
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Transactional Leadership
• Seeks to maintain stability within an
organization through regular economic
and social exchanges that achieve
specific goals for both the leader and
their followers
• Involves specific contractual
arrangements between the leader and
followers
• Tends to be temporary; once the
transaction is completed, the relationship
ends or is redefined

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 Transformational vs.
Transactional Leadership
• Transformational leaders are described
as influential, inspirational, and
charismatic
• Transformational leaders convince
follower to substitute self-interests
pursuits with societal-interest pursuits
• Transactional leaders are described as
task-oriented, reward-oriented, and
passive
• Transactional leaders influence by
exchanging rewards for work
• Transactional leaders use reward and
punishment
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 Transformational vs.
Transactional Leadership
(cont.)
• Transformational leaders may be
more effective in creating and
sharing knowledge at group and
individual levels
• Transactional leaders may be more
effective at exploiting knowledge at
the organizational level
• Effective leaders exhibit both
transactional and transformational
leadership skills in appropriate
situations
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