Chapter Six

New Models for Leadership:

Neo-charisma, Inspiration, and
the Relationship with Followers
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Learning Objectives

Describe the various leader, follower, cultural, and

situational characteristics that contribute to charismatic
leadership
Explain the positive and negative impacts of charismatic
leadership on organizations
Distinguish between transactional and transformational
leadership
Understand the key role of contingent reward and the
impact of management by exception
Present the elements of transformational leadership and
their impact on followers and organizations
Describe the elements of value-based and spiritual
leadership
Identify the components of authentic leadership and the
impact of this leadership on followers and organizations
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Neo-Charismatic Leadership
Allow for consideration of role of
inspiration and vision
Focus on role of leader in creating
and implementing change
Considers leaders at top levels of
organizations
Provides potential integration with
upper echelon leadership
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Requirements of Charismatic
Leadership
Leader

Charismatic
Leadership
Followers

The situation

Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Characteristics of Charismatic
Leaders
High self-confidence
Strong convictions about ideas
High energy and enthusiasm
Expressive
Excellent communication
Active image-building
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Characteristics of Followers of
Charismatic Leaders
High degree of respect and esteem
for the leader
Loyalty and devotion to the leader
Affection for the leader
High performance expectations
Unquestioning obedience
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

The Charismatic Situation:

External Factors
Sense of actual or imminent crisis
Perceived need for change
Opportunity to articulate
ideological goal
Availability of dramatic symbols
Opportunity to articulate followers
role
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

The Charismatic Situation:

Internal Factors
Organizational life cycle (early
and late)
Complex task
No external reward available
Flexible and organic structure
Non-bureaucratic cultures
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Universally Positive CrossCultural Attributes of Leadership

Encouraging and
positive
Motivational
Dynamic
Having integrity
Being trustworthy

Team builder
Decisive
Intelligent
Communicator
Win-win problem
solver

Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

Universally Negative CrossCultural Attributes of Leadership

Being a loner
Being non-cooperative
Ruthless
Non-explicit
Irritable
Dictatorial
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Culturally Contingent
Leadership Attributes
Risk-taking
Enthusiasm
How vision is communicated
What constitutes good
communication
How much leader is seen as equal
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Ethical and Unethical

Charisma
Ethical Charisma

Unethical Charisma

Used power to
serve others

Uses power for

personal gain

Matches vision to
follower needs

Promotes own
vision

Open to feedback

Closed to criticism

Develops followers

Encourages
thinking

Top-down
communication

Insensitive to
followers

Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Transactional and
Transformational Leadership
Transactional

Transformational

Focus on dayto-day
activities

Focused on
change

Exchange
between leader
and followers

Emotional
bond between
leader and
followers

Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Transactional Leadership
Contingent Reward
Leader provides rewards in exchange
for performance
Can be very productive

Management by Exception (MBE)

Leader gets involved only to correct and
provide negative feedback
Generally not effective
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Factors in Transformational
Leadership
Intellectual
Stimulation

Charisma and
Inspiration

New ideas and

empowerment

Overcome resistance
to change

Individual
Consideration
Motivate and
encourage

Transformational Leadership

Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Implications of
Transformational leadership
Leaders must project confidence in
followers ability
A clear vision is essential
Encourage creativity; empower followers,
reward experimentation, and tolerate
mistakes
Set high performance expectations
Establish personal connection with
followers
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Elements of Spiritual and

Value-Based Leadership

Focusing on how leaders and followers tap

into their own personal values to create
change
Integrity and honesty are two important
values
Ethical leaders are fair and consider
personal and organizational implications
of their decisions and actions
Closely linked to transformational and
authentic leadership
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Authentic Leaders
Understand their own purpose
Practice solid values
Lead with their heart
Connect with followers
Demonstrate self-discipline

Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Continuum of Authentic
Leadership
Person without
articulated values;
Behavior
guided by external
factors

Core Values
Identity
Preferences
Emotions
Person with limited or some
articulated values;
Behavior guided by combination
of internal values and external
pressures

Authentic
Leader:
Has strong
articulated
values that guide
decisions and
behaviors

Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Components of Authentic
Leadership
Self-awareness of internal states
Unbiased or balanced consideration of
issues
Behaviors that are reflections of
personal values
Relational authenticity and ability to
disclose and share information about
self
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Implications of Value-Based
Leadership
Focus on values (integrity)
Can address followers emotional needs
Leaders must focus on areas of
strengths, rather than correcting their
weaknesses
Authentic leadership may be the root of
charismatic and transformational
leadership concepts
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Leadership Challenge
o Recognize the potential for negative
charismatic leadership
Silence indicates acceptance; however
complaining may not work
Self-preservation is primary
Build reputation for competence
Guard your integrity
Ask for transfer
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Leading Change:
Richard Branson
Focus on making a difference
Leaders must bring out the best in
followers
Encourage employee and listen to
them
Find the right match between the
person and the job to motivate
followers
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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Leadership in Action:
Andrea Jung
First female CEO of Avon
Determination and confidence
Passion for the business
Strong delegation
Builds consensus
Chapter 6 New Models for Leadership Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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