CHARISMATIC & SERVANT LEADERSHIP

Transcription

1 CHARISMATIC & SERVANT LEADERSHIP

2 CHARISMA Charisma is a Greek word that means divinely inspired gift, such as the ability to perform miracles or predict the future events. The following social scientists have formulated different theories of charisma since Weber s early theories: Conger & Kanungo, 1987, 1998, 1977; Shamir, House and Arthur (1993). Weber used the term to describe a form of influence based not on tradition or formal authority but rather on follower perceptions that the leader is endowed with exceptional qualities. According to Weber, charisma occurs when there is a social crisis, a leader emerges with a radical version that offers a solution to the crisis, the leader attracts followers who believe in the vision. They (the followers) experience some successes that makes the vision appear attainable, and the followers come to perceive the leader as extraordinary.

3 INDICATORS OF CHARISMA Evidence of charismatic leadership is provided by the leader/follower relationship. A charismatic leader has profound and unusual effects in followers. Followers perceive that the leader s beliefs are correct; they willingly obey the leader; they feel affection towards the leader; they are emotionally involved in the mission of the group or organization; they have high performance goals and; they believe that they can contribute to the success of the mission.

4 KEY TRAITS & BEHAVIORS Leader traits and behaviors are key determinants of charismatic leadership. Charismatic leaders are likely to have a strong need for power, high self confidence and a strong conviction in their own beliefs and ideals. Influencing behaviors and charismatic leadership:- 1. Articulating an appealing vision. 2. Using strong, expressive forms of communication when articulating the vision. 3. Taking personal risks and making self-sacrifices to attain the vision. 4. Communicating high expectations. 5. Expressing confidence in followers.

5 KEY TRAITS & BEHAVIORS Influencing behaviors and charismatic leadership:- 6. Role modeling for behaviors consistent with the vision. 7. Managing follower impressions of the leader. 8. Building identification with the group or organization. 9. Empowering followers.

6 SO WHAT MAKES A GOOD LEADER? Leaders have followers without followers who trust, rely on, and feel supported by the leader there is no real leadership. Leaders have vision they have a clear, exciting image of the future and set the agenda for their team. Leaders show commitment they generate enthusiasm for the organization and help lead people through times of change. Leaders empower staff they give staff the room and the confidence to get the job done.

7 DEFINITIONS OF CHARISMA & CHARISMATIC LEADERSHIP Charisma is a Greek word meaning divinely inspired gift. Charisma is a positive and compelling quality of a person that makes many others want to be led by that person. The process of influencing major changes in the attitudes and assumptions of organization members, and building commitment for the organization s objectives. Leadership that has a magnetic effect on people. In combination with individualized consideration, intellectual stimulation, and inspirational leadership, a component of transformational leadership.

8 CHARISMA: A RELATIONSHIP BETWEEN THE LEADER & GROUP MEMBERS A key dimension of charismatic leadership is that, like all leadership, it involves a relationship/interaction between the leader and the people being led. Charismatic leaders use impression management to deliberately cultivate a certain relationship with group members. Gardner W.L. and Avolio B.J. offer two propositions to explain how charismatic leaders use impression management:- Charismatic leaders, more than non-charismatic leaders, value and pursue an interrelated set of images to convey the impression that they are trustworthy, credible, innovative etc. Charismatic leaders, more than non-charismatic leaders, use the assertive impression management strategies of exemplification and promotion to secure and maintain desired images of their selves, their vision & their organization.

9 THE EFFECTS OF CHARISMA Robert J. House developed a theory of charismatic leadership that defines charisma in terms of its effects:- 1. Group members trust the correctness of the leader s beliefs. 2. Similarity of group members beliefs to those of the leader. 3. Unquestioning acceptance of the leader. 4. Affection for the leader. 5. Willing obedience to the leader.

10 THE EFFECTS OF CHARISMA 6. Identification with and emulation of the leader. 7. Emotional involvement of the group members or constituents in the mission. 8. Heightened goals of the group members. 9. Feeling on the part of the group members that they will be able to accomplish, or contribute to, the accomplishment of the mission.

11 TYPES OF CHARISMATIC LEADERS 1. Socialized charismatic is a leader who restrains the use of power in order to benefit others. He/she also attempts to bring group members values in line with his or her own values. 2. Personalized charismatic such individuals serve primarily their own interests and so exercise few restraints on the use of power. 3. Office-holder charismatic Charismatic leadership is more of a property of the office than of his/her personal characteristics.

12 TYPES OF CHARISMATIC LEADERS 4. Personal charismatic gains very high esteem through the faith others have in them. 5. Divine charismatic originally, charismatic leadership was a theological concept: someone endowed with a gift of divine grace. Max Weber had defined a charismatic leader as a mystical, narcissistic, and personally magnetic savior who would arise to lead people through a crisis.

13 CHARACTERISTICS OF CHARISMATIC LEADERS Visionary Masterful communication skills Ability to inspire trust Able to make group member feel capable Energy and action orientation

14 CHARACTERISTICS OF CHARISMATIC LEADERS Emotional expressiveness & warmth Romanticize risk Use of unconventional strategies to achieve risk Self-promoting personality Dramatic & unique in significant, positive ways

15 TECHNIQUES FOR DEVELOPING CHARISMA Create visions for others Be enthusiastic, optimistic and energetic Be sensibly persistent Remember names of people Make an impressive appearance Be candid Display an in-your face attitude

16 CONCERNS ABOUT CHARISMATIC LEADERSHIP Charisma may not be necessary for leadership effectiveness. Warren Bennis & Burt Natus have observed that very few leaders can accurately be described as charismatic. Some people believe that charismatic leadership can be exercised for evil purposes. Some charismatic leaders are unethical and lead their organizations toward illegal and immoral ends.

17 ETHICAL & UNETHICAL CHARISMATIC LEADERSHIP Ethical Charismatic Leaders Uses power to serve others Aligns vision with followers needs and aspirations Unethical Charismatic Leaders Uses power for personal gain or impact Promotes own personal vision Considers and learns from others Stimulates followers to think independently & to question the leader s views Censures critical and opposing views Demands own decisions be accepted without question Uses open, two-way communication Coaches and develops followers; shares recognition with followers Uses one-way communication Is insensitive to followers needs

18 ETHICAL & UNETHICAL CHARISMATIC LEADERSHIP Ethical Charismatic Leaders Relies on internal moral standards to satisfy organizational & societal interests Develops followers ability to lead themselves Uses crises as learning experiences, to develop a sense of purpose in the mission and vision, and to emphasize the leader s intention to do right Unethical Charismatic Leaders Relies on convenient external moral standards to satisfy self-interest Selects and produces obedient, dependent, and compliant followers Uses crises to solidify their own power base, to minimize dissent, and to increase dependence of followers Avoids the trappings of success, rather shares credit with followers and stays humble Success brings delusions of invincibility, greatness, and extreme emphasis on image management

19 I lead by example and persuasion not on the basis of power and authority. My skills are to help a large number to release their energies and focus themselves. It is switching on a lot of people and helping them to achieve common aim. People only do things they are convinced about. One has to create conditions in which people give of their best. ~John Harvey Jones on Leadership~

20 SERVANT LEADERSHIP A servant leader serves constituents by working on their behalf to help them achieve goals, not the leader s own goals. These leaders urge followers to seek the power of the human spirit and to let their conscience guide them as they accept their responsibilities. Servant leaders are often supportive and participative, as well as charismatic with the followers. They are excellent listeners They engage with followers in problem solving They think the best of others & strive for moral excellence

21 KEY ASPECTS OF SERVANT LEADERSHIP Place service before self-interest Listen first to express confidence to others Inspire trust by being trustworthy Focus on what is feasible to accomplish Lend a hand

22 WHEN SERVANT LEADERSHIP IS SUITABLE Are followers disillusioned by past leaders or circumstances and in need of a leader they can trust? Are followers engaged in a long and difficult or discouraging task? Do followers need confidence and encouragement to engage their hearts in their work?