UNIT 7

• Charismatic
Leadership
• Transformational
Leadership
 Some Definitions

Ancient Greek = “Favor freely given” or “Gift of grace”

Dictionary = Attractiveness or charm that can inspire devotion

in others

Max Weber, 19th Century A certain quality of an individual which

Sociologist and sets him /her apart from ordinary people
Philosopher = and is treated as being endowed with
exceptional powers or qualities.
People do not obey the charismatic leader by virtue of
tradition or position, but because they believe in him /her.”
Why has the study of Charismatic
and Transformational Leadership
become important today ?
Organizations,
communities and nations
are facing uncertainty and
disruptive change.

Their challenge is how to

constantly adapt, change and
transform.
 Learning Outcomes: Identify

How are they

the same?
How are they
different?

The characteristics of The characteristics

Charismatic Leaders of Transformational
Leaders.
The double side of Charismatic Leader
FACTORS THAT INFLUENCE
PERSONAL MEANING
LEADERSHI
P AND
P E OSTUDENTS:
PLE
• Alisson Vega
MANAGEME
• Carla Chaparro
N T
• Carlos Torres
• Abigail Jara
INDEX
Personal Meaning Selflessness Faith and
spirituality

1 4 7
Self-belief Cultural heritage Personal interests
and traditions

2 5 8
Legacy Activist mind-set Values

3 6 9
 PERSONAL MEANING Is described as
The degree to which
PURPOSE IN LIFE people's lives make
emotional sense
is the “work–life balance”

Personal meaning is that which makes one’s POSSESS A TRANSCENDENT VISION FOR
life most important, coherent, and worthwhile LIFE: MOTIVATION
for him or her.
THE DEPTH + TYPE
The strenght and meaning content associated with a goal
CHARISMATIC *It is important especially for individuals facing challenges
LEADERS AS
“MEANING
Compared to noncharismatic leaders, charismatic leaders have a heightened sense
MAKERS.” of their personal meaning and are willing to act on it
 what factors influence and differentiate leaders who are willing to act to realize their personal meaning?

SELF BELIEF
based on Is

LIFESPAN OF
KNOW WHO YOU ARE
EXPERIENCES
MOTIVATION
STATES
Individuals withACTION
a positive self-concept possess
•ORIENTATION
EMOTIONAL STABILITY concept related to

• HIGH SELF-ESTEEM
believe in their self-worth SELF CONCEPT
• HIGH GENERALIZED SELFEFFICACY
see themselves as generally capable of accomplishing things
The search for meaning involves finding
• INTERNAL LOCUS OF CONTROL
feel they are in control of their lives opportunities to express the aspects of one’s self
that motivate subsequent behavior
In many cases
SELF BELIEF
Person who has

CHARISMATIC
LEADER
OVERCOME AN to
INNER CONFLICT

REALIZE HIS OR
The resolution of HER FULL
this conflict POTENTIAL through this process
serves as a
stimulus and
model for DEVELOPED A
followers STRONG BELIEF
IN HIMSELF OR
LEGACY
Is that which allows an individual's achievements
to “live on” in the ideals, actions, and creations of
one's followers, long after their death.
SELFLESSNESS
A leader must always maintain a disinterested
attitude. He will always be motivated by concern
for others rather than himself.
CULTURAL HERITAGE AND TRADITIONS
Rites and ceremonies may be used as vehicles to
transfer charisma to others.
ACTIVIST MIND-SET
Oprah's commitment to children led her
to initiate the National Child Protection
Act in 1991.
On December 20, 1993, President Clinton
signed the National “Oprah Bill” In Law.
FAITH AND SPIRITUALITY
Spirituality concerns an individual’s
awareness of connections between human
and super?natural phenomena, which provide
faith explanations of past and present
experiences and, for some, predict future
experiences.
PERSONAL INTERESTS

reflect aspects of one’s personality. By engaging in

meaningful personal pursuits, we may establish and
affirm our identity as either extroverts or introverts,
high or low risk-takers, and open- or close-minded

Hobbies and other activities of personal interest have

been linked to sets of personally salient action that
add meaning to individuals’ lives and leader behavior.
 VALUES

Values are Charismatic leadership has

generalized beliefs or been
behaviors that are described as values-based
considered by an leadership. subconscious
motives, charismatic leaders
individual or a group
may derive
to be impor tant
personal meaning from their
actions.
 ORGANIZATIONAL LEADERSHIP:
CHARISMATIC AND
TRANSFORMATIONAL LEADERS

Students:
Karen Anco
Gabriela Terrazas
Allisson Chavesta
Vivian Paredes
DIFFERENTIATING BETWEEN
CHARISMATIC AND
NONCHARISMATIC
LEADERS
The attribution of charisma to some leaders is
believed to depend on four behavior attributes
that distinguish charismatic from noncharismatic
leaders. They are listed and discussed below:

1. Dissatisfaction with status quo

2. Compelling nature of the vision
3. Use of unconventional strategies for achieving
desired change
4. A realistic assessment of resource needs and
other constraints for achieving desired change
1.DISSATISFACTION WITH
STATUS QUO
 Charismatic leader

Is very much opposed

to the status quo and
strives to change it

Noncharismatic leaders
Essentially agrees with
the status quo and
strives to maintain it
2. VISION FORMULATION AND
ARTICULATION
Ideological and inspirational vision—a transcendent vision that
paints or promises a better future than the present.

Effective articulation of vision is measured in what is said (content

and context) and how it is said (oratorical abilities).

Effective communication skills are imperative in successfully

articulating a compelling vision and maintaining a leadership
role.

They are often described as great orators who know how to incite
passion and action among their followers.

Followers tend to model the charismatic leader's high energy and

persistence, unconventional and risky behavior, heroic actions,
and personal sacrifices.
3. USE OF UNCONVENTIONAL
STRATEGIES
Unconventional leader behavior is perceived as a novel.

Unconventional behavior was significantly related to

follower satisfaction with the overall experience and

perceptions of leader effectiveness.

Charismatic leaders are thought to possess heroic

characteristics such as courage, determination, and

persistence to face and prevail against those who would

resist their noble efforts.

4. AWARENESS OF RESOURCE NEEDS AND CONSTRAINTS
Good strategists

They are sensitive to both the capabilities and

emotional needs of followers.

The need to align organizational strategies

CHARISMATIC
LEADERSHIP
 DEFINITIONS:

1. IN TERMS OF THE EFFECTS OF THE LEADER ON

FOLLOWERS

2. IN TERMS OF THE RELATIONSHIP BETWEENLEADERSAND

FOLLOWERS
 EFFECTS OF THE CHARISMATIC LEADERS IN FOLLOWERS WEBER'S
CONCEPTUALIZATION

1. ACHIEVE A STRONG PERSONAL

ATTRACTION FROM FOLLOWERS
2. ARTICULATE A COMPELLING OR
CONVINCING AND EXPRESSIVE VISION
3. ENHANCE FOLLOWERS' SELF-
CONCEPTIONS
 LOCUS OF CHARISMATIC
LEADERSHIP
DEBATE: CHARISMA IS A RESULT OF?

1.SITUATION OR SOCIAL CLIMATE FACING THE LEADER

2. THE LEADER'S QUALITIES

3. INTERACTION OF THE SITUATION AND THE LEADER'S QUALITIES

 WEBER'S VIEWPOINT

• SOCIAL SITUATION GUARANTEES THAT FOLLOWERS

WOULD RECOGNIZE THENEEDFOR THELEADER'S
QUALITIES

• CHARISMATIC LEADERSHIP IS BORN OUT OF STRESSFUL

SITUATIONS
• EXP: MARTINLUTHERKING
• "IF HE HAD NOT BEEN THROUGH SOME
TYPE OF CRISIS OR DISCRIMINATION, HE
WOULD NOT HAVE BEEN AN
EXTRAORDINARY LEADER"
 OTHERS ARGUE THAT...

CHARISMA IS THE RESULT OF THE

ATTRIBUTES EVERY PERSON COULD
ACHIEVE, SUCH AS A SENSE OF
VISION, SELF-CONFIDENCE,
INTELLIGENCE, AND OTHERS.

EXP: MARTIN LUTHER KING

"IF HE HAD NOT POSSESSED
THESE QUALITIES, HE WOULD NOT
HAVE EMERGED AS A LEADER
REGARDLESS OF THE SITUATION"
THE EFFECTS OF CHARISMATIC
LEADERSHIP

The relationship between the charismatic leader: very emotional.

Feelings of fulfillment and satisfaction

The power to effect radical change under a transcendent vision

Followers tend to assume greater risk with charismatic leaders

Charismatic leaders are seen as generally more positive in their personality.

The charismatic leader is seen as an object of identification by followers who

try to emulate his or her behavior.

A parent/child relationship can develop with

followers switching off and not challenging
leadership decisions
Follower trusts in the “rightness” of the leader’s vision

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

Identification with and emulation of the leader

Unconditional acceptance of the leader

Strong affection for the leader

Emotional involvement of the follower in the mission

Unquestioning loyalty and obedience to the leader

Qualities of Charismatic
Leader
Gabriel Baylon
Gabriel Delgado
Geraldine Pariona
01.
𝕋𝕙𝕖 𝕒𝕓𝕚𝕝𝕚𝕥𝕪 𝕥𝕠 𝕚𝕞𝕒𝕘𝕚𝕟𝕖
𝕕𝕚𝕗𝕗𝕖𝕣𝕖𝕟𝕥
𝕒𝕟𝕕 𝕓𝕖𝕥𝕥𝕖𝕣 𝕔𝕠𝕟𝕕𝕚𝕥𝕚𝕠𝕟𝕤 𝕒𝕟𝕕 𝕌𝕟𝕤𝕙𝕒𝕜𝕒𝕓𝕝𝕖 𝕤𝕖𝕝𝕗-𝕔𝕠𝕟𝕗𝕚𝕕𝕖𝕟𝕔𝕖, 𝕒 𝕟
𝕥𝕙𝕖 𝕒𝕓𝕚𝕕𝕚𝕟𝕘
𝕨 𝕒 𝕪 𝕤 𝕥𝕠 𝕒𝕔𝕙𝕚𝕖𝕧𝕖 𝕥𝕙𝕖𝕞. 𝕗𝕒𝕚𝕥𝕙, 𝕤𝕥𝕣𝕠𝕟𝕘 𝕞 𝕠 𝕣𝕒𝕝 𝕔𝕠𝕟𝕧𝕚𝕔𝕥𝕚𝕠𝕟, 𝕒𝕟𝕕
𝕠𝕡𝕥𝕚𝕞𝕚𝕤𝕞.

𝕋𝕙𝕖 𝕒𝕓𝕚𝕝𝕚𝕥𝕪 𝕥𝕠 𝕔𝕠𝕞𝕞𝕦𝕟𝕚𝕔𝕒𝕥𝕖 𝕔𝕠𝕞𝕡𝕝𝕖𝕩 𝕚𝕕𝕖𝕒𝕤

𝕒𝕟𝕕
𝕘𝕠𝕒𝕝𝕤 𝕚𝕟 𝕔𝕝𝕖𝕒𝕣 𝕒𝕟𝕕 𝕔𝕠𝕞𝕡𝕖𝕝𝕝𝕚𝕟𝕘 𝕨 𝕒 𝕪 𝕤 .
 ℍ𝕚𝕘𝕙 𝕖 𝕟𝕖 𝕣𝕘𝕪 𝕤 𝕖 𝕣𝕧𝕖 𝕒 𝕤 𝕣𝕠𝕝𝕖 𝕞𝕠𝕕𝕖𝕝𝕤
𝕊𝕦𝕡𝕡𝕠𝕣𝕥 𝕒𝕟𝕕 𝕥𝕣𝕦𝕤𝕥 𝕗𝕠𝕣
𝕓𝕪 𝕘𝕖𝕥𝕥𝕚𝕟𝕘 𝕥𝕙𝕚𝕟𝕘𝕤 𝕕𝕠𝕟𝕖 𝕠𝕟 𝕥𝕚𝕞𝕖.
𝕤𝕙𝕠𝕨𝕚𝕟𝕘
𝕔𝕠𝕞𝕞𝕚𝕥𝕞𝕖𝕟𝕥
𝕥𝕠 𝕗𝕠𝕝𝕝𝕠𝕨𝕖𝕣𝕤’ 𝕟𝕖𝕖𝕕𝕤
𝕠 𝕧𝕖 𝕣 𝕤𝕖𝕝𝕗-𝕚𝕟𝕥𝕖𝕣𝕖𝕤𝕥
𝕒𝕟𝕕
𝕓 𝕪 𝕓𝕖𝕚𝕟𝕘 𝕗𝕒𝕚𝕣.
ℙ𝕖𝕠𝕡𝕝𝕖 𝕒𝕕𝕞𝕚𝕣𝕖 𝕥𝕙𝕖 𝕔𝕠𝕦𝕣𝕒𝕘𝕖 𝕠𝕗 𝕥𝕙𝕠𝕤𝕖
𝕨𝕙𝕠
𝕥𝕒𝕜𝕖 𝕙𝕚𝕘𝕙 𝕣𝕚𝕤𝕜.
 𝔹𝕖𝕔𝕒𝕦𝕤𝕖 𝕠𝕗 𝕥𝕙𝕚𝕤 𝕔𝕠𝕟𝕧𝕚𝕔𝕥𝕚𝕠𝕟, 𝕥𝕙𝕖 𝕪
ℝ𝕖𝕝𝕒𝕥𝕚𝕠𝕟𝕤𝕙𝕚𝕡 𝕠𝕣 𝕖𝕩𝕡𝕖𝕣𝕚𝕖𝕟𝕔𝕖 𝕝𝕖𝕤𝕤 𝕘𝕦𝕚𝕝𝕥 𝕒𝕟𝕕
𝕚𝕟𝕥𝕖𝕣𝕒𝕔𝕥𝕚𝕠𝕟 𝕕𝕚𝕤𝕔𝕠𝕞𝕗𝕠𝕣𝕥 𝕚𝕟
𝕓 𝕖 𝕥 𝕨 𝕖 𝕖 𝕟 𝕥𝕙𝕖 𝕝𝕖𝕒𝕕𝕖𝕣 𝕒𝕟𝕕 𝕡𝕦𝕤𝕙𝕚𝕟𝕘 𝕗𝕠𝕝𝕝𝕠𝕨𝕖𝕣𝕤 𝕥𝕠 𝕤 𝕥 𝕒 𝕪 𝕥𝕙𝕖
𝕥𝕙𝕖 𝕔𝕠𝕦𝕣𝕤𝕖
𝕗𝕠𝕝𝕝𝕠𝕨𝕖𝕣𝕤. 𝕖 𝕧 𝕖 𝕟 𝕨 𝕙 𝕖 𝕟 𝕗𝕒𝕔𝕖𝕕 𝕨 𝕚 𝕥 𝕙 𝕥𝕙𝕣𝕖𝕒𝕥𝕤.

ℂ𝕙𝕒𝕣𝕚𝕤𝕞𝕒𝕥𝕚𝕔 𝕝𝕖𝕒𝕕𝕖𝕣𝕤 𝕒𝕣𝕖

𝕗𝕣𝕖𝕢𝕦𝕖𝕟𝕥𝕝𝕪 𝕠 𝕦𝕥 𝕡𝕣𝕠𝕞𝕠𝕥𝕚𝕟𝕘
𝕋 𝕙 𝕖 𝕪 𝕟𝕖𝕖𝕕 𝕙𝕖𝕝𝕡 𝕒𝕟𝕕 𝕥 𝕙 𝕖 𝕞 𝕤 𝕖 𝕝 𝕧 𝕖 𝕤 𝕒𝕟𝕕 𝕥𝕙𝕖𝕚𝕣
𝕤𝕦𝕡𝕡𝕠𝕣𝕥 𝕧𝕚𝕤𝕚𝕠𝕟.
𝕗𝕣𝕠𝕞 𝕥𝕙𝕖𝕚𝕣 𝕗𝕠𝕝𝕝𝕠𝕨𝕖𝕣𝕤.
 𝕐𝕠𝕦 𝕔𝕒𝕟 𝕡𝕣𝕒𝕔𝕥𝕚𝕔𝕖
ℙ𝕣𝕒𝕔𝕥𝕚𝕔𝕖 𝕒𝕟𝕕 𝕓𝕖𝕚𝕟𝕘
𝕤𝕖𝕝𝕗- 𝕔𝕒𝕟𝕕𝕚𝕕
𝕕𝕚𝕤𝕔𝕚𝕡𝕝𝕚𝕟𝕖

𝕐𝕠𝕦 𝕔𝕒𝕟 𝕕𝕖𝕧𝕖𝕝𝕠𝕡 𝕒 𝕐𝕠𝕦 𝕔𝕒𝕟 𝕕𝕖𝕧𝕖𝕝𝕠𝕡 𝕒𝕟

𝕨 𝕒 𝕣 𝕞 , 𝕡𝕠𝕤𝕚𝕥𝕚𝕧𝕖, 𝕖𝕟𝕥𝕙𝕦𝕤𝕚𝕒𝕤𝕥𝕚𝕔, 𝕠𝕡𝕥𝕚𝕞𝕚𝕤𝕥𝕚𝕔,
𝕒𝕟𝕕 𝕒𝕟𝕕
𝕙𝕦𝕞𝕒𝕟𝕚𝕤𝕥𝕚𝕔 𝕖𝕟𝕖𝕣𝕘𝕖𝕥𝕚𝕔 𝕡𝕖𝕣𝕤𝕠𝕟𝕒𝕝𝕚𝕥𝕪.
𝕒𝕥𝕥𝕚𝕥𝕦𝕕𝕖
02.
 𝐻𝑜𝓌 𝒹𝑜 𝓌𝑒
𝒾𝒹𝑒𝓃𝓉𝒾𝒻𝓎 𝑒𝒶𝒸𝒽
𝑜𝓃𝑒?

𝕍𝕒𝕝𝕦𝕖𝕤 𝕒𝕟𝕕 𝔻𝕒𝕣𝕜 𝕤𝕚𝕕𝕖 𝕠𝕗

𝕡𝕖𝕣𝕤𝕠𝕟𝕒𝕝𝕚𝕥𝕪 𝕠𝕗 𝕔𝕙𝕒𝕣𝕚𝕤𝕞𝕒
𝕥𝕙𝕖
𝕝𝕖𝕒𝕕𝕖𝕣
𝑨𝒅𝒐𝒍𝒑𝒉 𝑯𝒊𝒕𝒍𝒆𝒓, 𝑪𝒉𝒂𝒓𝒍𝒆𝒔
ℕ𝕖𝕖𝕕𝕤 𝑴𝒂𝒏𝒔𝒐𝒏.
𝐎𝐰𝐧 𝐧𝐞𝐞𝐝𝐬 𝐨𝐫 𝐟𝐨𝐥𝐥𝐨𝐰𝐞𝐫´𝐬
𝐧𝐞𝐞𝐝𝐬
 Charisma

Self-glorification Self–transcendence
(NC) (PC)

Self-maintenance and by protecting, Collective supportive

self-enhancement, maintaining, interest relationships with
and others
aggrandizing
one’s
self-esteem
𝕋𝕙𝕖 𝕤𝕠𝕔𝕚𝕒𝕝𝕚𝕫𝕖𝕕 𝕋𝕙𝕖 𝕡𝕖𝕣𝕤𝕠𝕟𝕒𝕝𝕚𝕫𝕖𝕕
𝕔𝕙𝕒𝕣𝕚𝕤𝕞𝕒𝕥𝕚𝕔 𝕝𝕖𝕒𝕕𝕖𝕣 𝕔𝕙𝕒𝕣𝕚𝕤𝕞𝕒𝕥𝕚𝕔 𝕝𝕖𝕒𝕕𝕖𝕣
(𝕊ℂ𝕃) (ℙℂ𝕃)

Is one who possesses an Is one who possesses a

egalitarian, dominant, Machiavellian, and
self-transcendent, and narcissistic personality.
empowering personality.
CRÉDITOS: Esta plantilla para presentaciones es una creación de Slidesgo,
e incluye iconos de Flaticon, infografías e imágenes de Freepik
TRANSFORMATIONAL
LEADERSHIP
DOS SANTOS INÊS
MELCHERS IVO
REICH ERIC
SANCHEZ MICAELA
 TABLE OF CONTENTS
TRANSFORMATIONAL LEADERSHIP
CHARISMATIC VS. TRANSFORMATIONAL
TRANSFORMATIONAL BEHAVIOURS AND
ATTRIBUTES
CONCLUSION
 1
TRANSFORMATIONAL
LEADERSHIP
THE EFFECTS OF TRANSFORMATIONAL
LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
first idea of i t by J. M. Burns in 1978
Focus on leader' s vision and way people
are convinced/inspired by i t

WHAT DOES A TRANSFORMATIONAL

LEADER DO?
changes status quo by adressing problems
offering solutions for those problems

WHY DO COMPANIES NEED THIS TYPE?

companies face environments with
increased volatility and uncertainty
leaders craft and implement strategies
 The Benefits
1 TRUST, ADMIRATION, RESPECT AND
HAPPINESS OF YOUR FOLLOWERS
changing employees constituencies from
egoistic to collective
more positive emotions

2 POSITIVE CORRELATION WITH SERVICE

PERFORMANCE
influences individual and team
performance/potency

3 POSITIVE CORRELATION WITH

ORGANIZATIONAL COMMITMENT
positive change for employees, culture
and climate
 2
CHARISMATIC
VS.
TRANSFORMATIONAL
LEADERSHIP
 DISTINGUISH BETWEEN
CHARISMATIC AND
TRANSFORMATIONAL LEADERSHIP.

Attributes that define the transformational leader:

Honesty, optimism, communication skills, confidence,

and consideration and central to all, Charisma.

However, Charisma is relational in nature. It manifests

itself in the interplay between the leader and the
follower.
CHARISMATIC LEADERS

Are by nature transformational.

Consultation, persuasion, and cohabitation.
Charismatic leaders are few in number.
The emotional levels of resistance tow ard charismatic
leaders is more extreme than that tow ard transformational
leaders.

Charismatic leaders are most l ikely to emerge in the throes of a

crisis, when an organization is in turmoil because of conflicting
value and belief systems
TRANSFORMATIONAL LEADERS

Influence and inspire others by meeting the emotional needs

through individualized consideration.
Intellectually stimulate their followers through rationalizing
the need for change.
Involve followers into possible solutions.

Transformational leaders seek to transform or change the basic

values, beliefs, and attitudes of followers so that they are willing to
perform beyond the minimum levels specified by the organization.
 3
TRANSFORMATIONAL
LEADER BEHAVIORS AND
ATTRIBUTES
• See themselves as change
agents
ATTRIBUTES OF
• Are visionaries who
TRANSFORMATIONAL LEADERS
have a high
level of trust for
their i n t u i t i t i o n
• Are risk/takers, but not
reckless
• Are capable of
articulating a
set of
core values that
tend to
guide their
own behavior
 ATTRIBUTES OF
TRANSFORMATIONAL
LEADERS
Posess exceptional cognitive skills
and believe in careful deliberation
before taking action
Believe in people and show sensitivity
to their needs
Are flexible and open to learning from
experience
 ´´THE FOUR I´S´´

Idealized influence Inspirational Individual Intellectual

Role model for their
followers
m ot iv at ion consideration stimulation
Leaders are admired, Passionately communicate Mentor approach old/familiar
respected and trusted the future goal Individuals problems in new ways
Excited followers - - > Responds to needs and solve problems by
motivated concerns themselves
 The Effects of
Transformational Leadership

As organizations continue to face global

challenges, the need for leaders who can
successfully craft and implement bold strategies
that will transform or align the organization’s
strengths and weaknesses with emerging
opportunities and threats is ever greater

2
 Transactional leaders

Transactional leadership tends to be transitory, in that once a

transaction is completed, the relationship between the
parties may end or be redefined.

Involves an exchange of valued benefits, based on leaders' and

followers’ present values and motivations. It, therefore, revolves
around the leader–follower exchange (LMX), in which the
leader rewards the follower for specific behaviors and
performance that meets the leader’s expectations and punishes
or criticizes behavior or performance that does not meet
expectations.

2
Transactional vs. transformational
leadership
The difference can be TRANSACTIONAL LEADERS TRANSFORMATIONAL LEADERS
summed up as follows:
transactional leadership OCCUR WHEN THE MOVE FOLLOWERS TO
looks at how to get things FOLLOWERS ARE MOVED TO AWARENESS ABOUT WHAT
done, and transformation CO´MPLETE THEIR ROLES AS IS IMPORTANT, AND AWAY
leadership looks at how to AGREED WITH A LEADER IN FROM OWN SELF-
motivate people to do EXCHANGE FOR A REWARD. INTERESTS.
things.
* FOCUS ON GOALS. FOCUS ON VISION.
USE REWARDS AND USE CHARISMA AND
PUNISHMENTS FOR ENTHUSIASM FOR
MOTIVATION. MOTIVATION.
ARE REACTIVE IN NATURE. ARE PROACTIVE IN
NATURE.

2
3 Dimensions of Transactional Leadership

Transactional leadership is conceptually similar to the cultural maintenance form of

leadership, which acts to clarify or strengthen existing tasks, work standards, and outcomes.

Passive
Contingent- Management by
Leadership
Reward Exception
 Transformation Process

1 Challenge the status quo and make a

convincing case for change.

2 Inspire a shared vision for the future

3 Provide effective leadership during the

transition

Make the change a permanent and

4 institutionalized part of the organization
 The “Four I’s” behavior dimensions for
transformational leadership

IDEALIZED INFLUENCE (CHARISMA) ABILITY TO DEVELOP GREAT SYMBOLIC POWER

THAT IS THEN USED TO INFLUENCE FOLLOWERS.

HOW THE LEADER COMMUNICATES A FUTURE

INSPIRATIONAL MOTIVATION IDEALISTIC GOAL TO CHANGE THE STATUS FOR A
BETTER ALTERNATIVE.
 The “Four I’s” behavior dimensions for
transformational leadership

TRANSFORMATIONAL LEADERS SERVES AS A

INDIVIDUAL CONSIDERATION
MENTOR TO FOLLOWERS.

LEADER INSPIRES FOLLOWERS TO QUESTION

INTELLECTUAL STIMULATION THEIR OWN BELIEFS AND LEARN TO SOLVE
PROBLEMS CREATIVELY BY THEMSELVES.
 CONCLUSION
1. Charismatic leadership is defined as a leader who uses
communication skills and the ability to convince and
influence others.
2. Charismatic leaders tend to be brave and persistent in dealing with
problems unconventionally.
3.Weber believes that charismatic leadership is born out of stressful
situations. However, others argue that it results from the attributes
every person can achieve.
4. The effects of a relationship with a charismatic leader are very
emotional,
which guarantees feelings of satisfaction.
 CONCLUSION
Transformational leadership describes a process of positive
influence that changes and transforms individuals, organizations,
and communities.
At the individual level, transformational leaders influence their
constituencies to shift from focus on self- interests to collective
interests.
From a power and moral leadership perspective, charismatic and
transformational leadership overlap and support and reinforce
each other.
Four behavior dimensions are idealized influence,
Inspirational motivation, individual consideration, and intellectual
stimulation.