Leaders and Followers:

 Attribution Approach
 Charismatic Leadership
 Transformational Leadership
 Transactional Leadership

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 Attribution Theory of
Leadership
 Description of Theory
According to attribution theory, in observing
subordinates, a leader searches for
informational cues as to “why” something is
happening and then attempts to construct
causal explanations that guide his/her
leadership behavior.
 Figure 1: An Attributional
Leadership Model
Information Cues
- Distinctiveness Perceived Source of
- Consistency Responsibility
- Consensus

Observation of Poor Causal Attribution of Leader Behavior in

Quality or Production Poor Quality Response to
- Rejects Internal causes Attributions
- Excess scrap - Low effort - Reprimand
- Returned products - Low commitment - Transfer
- Excessive production Linkage 1 - Lack of ability Linkage 2 - Demotion
costs External causes - Redesign job
- Improper equipment - Personal concern
- Unfair deadlines - Training

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Note to Leaders:
 Make sure your attributions for other people’s behavior are
as accurate as possible.
 Consider external factors that may be responsible for other
people’s behavior;
 such as inadequate resources or supplies, an exceptionally difficult
task, or chance occurrences.
 Consider internal factors that may be responsible for your
own behavior,
 such as your personality, your strengths and weaknesses, and your
level of motivation.
 Avoid blame for errors and be responsible for every actions
made.

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 Charismatic Leadership

 Defining Charismatic Leadership

Charismatic leaders have a combination
of charm and personal magnetism that
contribute to a remarkable ability to get
other people to endorse their vision and
promote it passionately.

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 Charismatic leadership

have a strong conviction in the

moral righteousness of their
beliefs
articulates ideological goals
inspire their followers trust,
confidence, acceptance,
obedience, emotional involvement,
affection, admiration, and higher
performance

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 Characteristics:

Self-confident
Role model
Have a compelling Vision
Good communication skills
Able to arouse the followers’
sense of excitement
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Charismatic Leaders:

Martin Luther King, Jr. John F. Kennedy

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Transformational Leadership

 The leader transforms the vision into

reality and motivates/inspires followers
to transcend their personal interests for
the good of the organization
 Broaden and elevate their followers’
interest,
 moves beyond transactional leadership

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Transactional Leadership

 Leaders view management as series of

transactions, using their legitimate, reward,
and coercive powers to give commands
and exchange rewards for services
rendered.
 guide subordinates in their tasks towards
the achievement of pre-stated goals,
 Dispassionate and does not excite,
transform or empower people to focus on
the interests of the organization.
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Characteristics of Transactional
and Transformational Leader
Transactional Leader Transformational Leader

Contingent Reward. Charisma.

Active Management by Inspiration.
exception.
Intellectually Stimulating
Passive Management by
exception. Individualized
consideration.
Laissez-faire.

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 End

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