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Chapter16-LeadershipandChange
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Copyright2022©McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.
Part4:FocusontheSituation
Followers
Leader
Situation
Chapter16:LeadershipandChange
LearningObjectivesforChapter16
LO16-01:Recitetherationalapproachtoorganizationalchange.
LO16-02:Identifytheemotionalapproachtoorganizationalchange,includingcharismaticandtransformationalleadership.
LO16-03:DefineBass’stheoryoftransformationalandtransactionalleadership.
Chapter15BriefOutline
Introduction
TheRationalApproachtoOrganizationalChange
Dissatisfaction
Model
Process
Resistance
ConcludingThoughtsabouttheRationalApproachtoOrganizationalChange
TheEmotionalApproachtoOrganizationalChange:CharismaticandTransformationalLeadership
CharismaticLeadership:AHistoricalReview
WhatAretheCommonCharacteristicsofCharismaticandTransformationalLeadership?
LeaderCharacteristics
Vision
Rhetoricalskills
Imageandtrustbuilding
Personalizedleadership
FollowerCharacteristics
IdentificationwiththeLeaderandtheVision
HeightenedEmotionalLevels
WillingSubordinationtotheLeader
FeelingsofEmpowerment
SituationalCharacteristics
Crises
SocialNetworks
OtherSituationalCharacteristics
ConcludingThoughtsabouttheCharacteristicsofCharismaticandTransformationalLeadership
Bass’sTheoryofTransformationalandTransactionalLeadership
ResearchResultsofTransformationalandTransactionalLeadership
Summary
ExtendedOutlineforChapter16
Introduction
Organizationstodayfacemyriadpotentialchallenges
Thebestleadersarethosewho
Recognizethesituationalandfollowerfactorsinhibitingorfacilitatingchange
Paintacompellingvisionofthefuture
Andformulateandexecuteaplanthatmovestheirvisionfromadreamtoreality
Thescopeofanychangeinitiativevariesdramatically
Leaderscanusegoalsetting,coaching,orperformancemanagementskillstoeffectivelychangethebehaviorsandskillsofindividualdirectreports
Table16.1identifiessomeofthecommonchangesthattakeplaceinorganizations
Itisobviousthatchangesofthismagnitudeinvolvemorethancoachingandmanagingtheperformanceofindividualfollowers
Becausethischapterbuildsonmuchofthecontentofthepreviouschapters,itisfittingthatitappearsneartheendofthetext
Tosuccessfullyleadlarger-scalechangeinitiatives,leadersneedtoattendtothesituationalandfollowerfactorsaffectingtheirgroupororganization–Chapters9,10,11,12,and14
Theymustalsouseintelligence,problem-solvingskills,creativity,andvaluestosortoutwhatisimportantandformsolutionstothechallengesfacingtheirgroup–Chapters5,6,and7
Butsolutionsinandofthemselvesarenoguaranteeforchange
Leadersmustusetheirpowerandinfluence,personalitytraits,coachingandplanningskills,andknowledgeofmotivationaltechniquesandgroupdynamicstodrivechange
Chapters3,4,8,9,10,12,and18
Examplesofwhatittakestodrivelarge-scaleorganizationalchangecanbefoundinHighlights16.1and16.2
ThischapterbeginsbyrevisitingtheleadershipversusmanagementdiscussionfromChapter1
Wethendescribearationalapproachtoorganizationalchangeandspelloutwhatleaderscandoiftheywanttobesuccessfulwiththeirchangeefforts
Thismodelalsoprovidesagooddiagnosticframeworkforunderstandingwhymanychangeeffortsfail
Weincludeinthischapteradiscussionofanalternativeapproachtochange–charismaticandtransformationalleadership
Unliketherationalapproachtochange,thecharismaticandtransformationalleadershipframeworkplacesconsiderableweightonfollowers’heightenedemotionallevelstodriveorganizationalchange
Thechapterconcludeswithanoverviewofthesefactorsandareviewofthepredominanttheoryinthefield,Bass’stheoryoftransformationalandtransactionalleadership
TheRationalApproachtoOrganizationalChange
Anumberofauthorshavewrittenaboutorganizationalchange,eachwithuniqueperspectivesonleadershipandchange,buttheyalsoshareanumberofcommoncharacteristics
Onemodelprovidesaroadmapforleaderswantingtoimplementanorganizationalchangeinitiative,aswellasadiagnostictoolforunderstandingwhychangeinitiativesfail
C=DxMxP>R
TheDrepresentsfollowers’dissatisfactionwiththecurrentstatusquo
Msymbolizesthemodelforchangeandincludestheleader’svisionofthefutureaswellasthegoalsandsystemsthatneedtochangetosupportthenewvision
Prepresentsprocess,whichconcernsdevelopingandimplementingaplanthatarticulatesthewho,what,when,where,andhowofthechangeinitiative
Rstandsforresistance–peopleresistchangebecausetheyfearalossofidentityorsocialcontacts,andgoodchangeplansaddressthesesourcesofresistance
Finally,theCistheamountofchange–noticeleaderscanincreaseCby
Increasingthelevelofdissatisfaction
Increasingtheclarityofvision
Developingawell-thought-outchangeplan
Ordecreasingtheamountofresistanceinfollowers
Dissatisfaction
Followers’levelofsatisfactionisanimportantingredientinaleader’sabilitytodrivechange
Thekeyistoincreasedissatisfaction(D)tothepointwherefollowersareinclinedtotakeaction,butnotsomuchthattheydecidetoleavetheorganization.
Thefirststepistodeterminehowsatisfiedfollowersarewiththecurrentsituation
Toincreasedissatisfaction,leaderscantalkaboutpotentialcompetitive,technology,orlegalthreatsoremployeeconcernsaboutthestatusquo
Theycancapitalizeonorevencreatesometypeoffinancialorpoliticalcrisis,comparebenchmarksagainstcompetitors,orincreaseperformancestandards
SeeHighlight16.3
Model
Thefourkeycomponentstothemodel(M)variableinthechangeformulainclude
Environmentalscanning
Avision
Thesettingofnewgoalstosupportthevision
Andneededsystemchanges
Keepinguptodateoncurrentevents,reviewingorganizationalreports,andtakingtimetolistentofollowers’concernsaretechniquestoconductexternalandinternalscans
Thisinformationisusedtoformulateavisionforthechangeinitiative
Often,leaderssolicitfollowersforideasandworkwithateamoffollowerstocraftavision–bothactionshelpincreasefollowers’commitmenttothenewvision
Itisimportanttounderstandthedifferencebetweenvisionandgoals
Avisionprovidesguidanceforanorganization’sactions
Goalsspelloutspecificallywhattheorganizationistryingtoaccomplishandwhentheywillgetdone
Goalscanbeexternallyorinternallyfocusedorboth,dependingontheresultsoftheenvironmentalscanandthevisionoftheorganization
Highlight16.4providesanexampleofavisionstatementandorganizationalgoalsforawaste-to-energypowercompany
Afterdeterminingthegoals,theleaderwillneedtodeterminewhichsystemsneedtochangefortheorganizationtofulfillitsvisionandaccomplishitsgoals
Leaderswantingtheirorganizationalchangeinitiativestosucceedwillneedtotakeasystemsthinkingapproachaftersettingorganizationalgoals
Thisapproachhasleadersthinkabouttheorganizationasasetofinterlockingsystems
Andexplainshowchangesinonesystemcanhaveintendedandunintendedconsequencesforotherpartsoftheorganization
Leadersmayneedtosetgoalsandputactionplansinplaceforeachofthesesystemchanges
Theseactionscanbecontrastedtosiloedthinking
Inwhichleadersacttooptimizetheirpartoftheorganizationattheexpenseofsuboptimizingtheorganization’soveralleffectiveness
Figure16.1isagraphicdepictionofasystemsmodelforleadershippractitioners
Allcomponentsofthismodelinteractwithandaffectallothercomponents
Oneofthekeystosuccessfulorganizationalchangeisensuringallcomponentsalign
Acommonmistakeistochangetheorganization’svision,structure,andsystemsandoverlooktheorganization’scultureandleader/followercapabilities
About70percentofchangeinitiativesfail,andtheunderlyingcauseisoftentheleader’sinabilityorunwillingnesstoaddresscultureandcapabilityissues
Process
TheDandMcomponentsaretheeasiesttoalter,whiletheprocess(P)componentiswherethechangeinitiativebecomestangibleandactionablebecauseitconsistsofthedevelopmentandexecutionofthechangeplan
Goodchangeplansoutlinethe
Sequenceofevents
Keydeliverables
Timelines
Responsibleparties
Metrics
Andfeedbackmechanismsneededtoachievetheneworganizationalgoals
Theymayalsoinclude
Thestepsneededtoincreasedissatisfactionanddealwithanticipatedresistance
Anoutlineoftrainingandresourceneeds
Andacomprehensivecommunicationplantokeepallrelevantpartiesinformed
SeeProfilesinLeadership16.1
Dependingonthedepthandbreadthofchange,changeplanscanbedetailedandcomplicated
Ofcoursetheplanitselfisonlyaroadmapforchange
Changewilloccuronlywhentheactionstepsoutlineintheplanarecarriedout
Thisisanotherareawhereleaderscanrunintotrouble
OneofthereasonswhyCEOsfailisaninabilitytoexecute,andoneofthereasonswhyfirst-linesupervisorsderail
Perhapsthebestwaytogetfollowerscommittedtoachangeplanistohavethemcreateit
Ifitisimpossibleforallthefollowersaffectedbythechangetobeinvolved,followercommitmentcanbeincreasedif
Thenewexpectationsforbehaviorandperformanceareexplicit
Thepersonalbenefitsofthechangeinitiativearemadeclear
Andfollowersalreadyhaveastrongandtrustingrelationshipwiththeirleader
Leaderswillneedtospendconsiderabletimeregularlyreviewingprogressandholdingpeopleaccountablefortheirrolesandresponsibilitiesinthechangeplan
Lackofafollow-throughwillcausefollowerstodropthechangeinitiative
Leadersshouldalsoanticipateshiftsinfollowershiptypesoncethechangeplanisimplemented
Self-startersmayshifttobecomecriticizers,brown-noserstoslackers,orslackerstocriticizers
Leaderswhoaddresstheseshiftsintypesandinappropriatefollowerbehaviorsinaswiftandconsistentmanneraremorelikelytosucceedwiththeirchangeintitiatives
SeeProfilesinLeadership16.2
Resistance
Thereisoftenatemporarydropinperformanceorproductivityasfollowerslearnnewsystemsandskills
Thisdifferencebetweeninitialexpectationsandrealityistheexpectation-performancegapandcanbeasourceofconsiderablefrustration–seeFigure16.2
Ifnotmanagedproperly,itcansparkresistance(R),causingfollowerstorevertbacktooldbehaviorsandsystemstogetthingsdone
Leaderscanhelpfollowersdealwiththeirfrustrationby
Settingrealisticexpectations
Demonstratingahighdegreeofpatience
Andensuringthatfollowersgainproficiencywiththenewsystemsandskillsasquicklyaspossible
Goodchangeplansaddresstheexpectation-performancegapbybuildingintrainingandcoachingprogramstoimprovefollowerskilllevels
Anotherreasonfollowersmightresistchangeisafearofloss
Becauseofthechange,followersareafraidoflosing
Power
Closerelationshipswithothers
Valuedrewards
Theirsenseofidentity
Orbeingseenasincompetent
Thefearoflossisapredictableandlegitimateresponsetoanychangeinitiative
SomeleaderresponsestothesefearscanbefoundinTable16.2
Changeinitiativesaremorelikelytosucceedifchangeplansidentifyandaddresspotentialareasofresistance
Fourreactionstochange–shock,anger,rejection,andacceptance–aretheSARAmodel
ForleadersawareoftheSARAmodel
Thefirststepistosimplyrecognizethatchangeisgoingtostiremotionsandpeopleundergofourtypesofreactionswhencopingwithchange
Second,leadersneedtounderstandthatindividualfollowerscantakemoreorlesstimetoworkthroughthefourstages
Acceleratethepacebymaintaininganopendoorpolicy,demonstratingempathy,andlisteningtoconcerns
Third,peoplearenotlikelytotakepositiveactiontowardchangeuntiltheyreachtheacceptancestage
Fourth,leadersneedtounderstandthatwherepeopleareintheSARAmodelvariesaccordingtoorganizationallevel
TopexecutivesareusuallythefirsttorecognizetheneedforchangeandtheyadvancethroughtheSARAmodelfirst
Nextaremiddlemanagers,thenfirst-linesupervisors,thenindividualcontributors
ThesethreegroupsallgothroughthestagesoftheSARAmodelbutatdifferenttimes–seeFigure16.3
Justwhentopexecutivesreachtheacceptancestage,first-linesupervisorsandindividualcontributorsareintheangerorrejectionstages
Bythistime,topleadersarereadytogetonwithimplementationandmayfailtodemonstrateempathyandlisteningskills
ThismaybeanotherreasonforthedepressedperformanceinFigure16.2
ConcludingThoughtsabouttheRationalApproachtoOrganizationalChange
Thesituational,follower,andleadercomponentsoftherationalapproachtoorganizationalchangeareshowninFigure16.4
Althoughvision,goals,andchangeplansareoftencollaborative,theyarealeader’sresponsibility
Leadersalsoneedtothinkabouttheimportanceofcriticalmassfordrivingchange
Theymaybemoresuccessfulbyfocusingchangeeffortsonearlyadoptersandthoseonthefence
Onceacriticalmassisreached,adoptersexertpeerpressureonthosereluctanttochange
Leadersneedbothgoodleadershipandgoodmanagementskillsforlongtermchangesuccess
Leadershipskillsareimportantfor
Determininganewvisionfortheorganization
Increasingdissatisfaction
Coachingfollowersonhowtodothingsdifferently
Andovercomingresistance
Managementskillsareimportantwhen
Settinggoals
Creating,implementing,andreviewingprogressonchangeplans
Bothsetsofskillsareimportantinorganizationalchangebutalsoplayakeyroleindeterminingwhetheranewcompanysucceedsorfails
Althoughbothsetsofskillsareimportant,leadersshouldrecognizethereisanaturaltensionbetweenleadershipandmanagementskills
Inmanywaysmanagementskillshelpmaintainthestatusquo,whileleadershipskillsareoftenusedtochangethestatusquo
Leaderswhooveruseoroveremphasizeeithersetofskillsislikelytosuboptimizeteamororganizationalperformance
Twoleadershipandmanagementskillsseemvitallyimportanttodrivingchangeandareworthdiscussinginmoredetail
Adaptiveleadershipinvolvesbehaviorsassociatedwithbeingabletosuccessfullyflexandadjusttochangingsituations
Change,challenge,andadversityseemtobepartofmostorganizationstoday
Effectiveleadersarethosereadytoadapttheirleadershipstylestothesituation
Learningagilityisthecapabilityandwillingnesstolearnfromexperienceandapplytheselessonstonewsituations
Themosteffectiveleadershavehighlevelsoflearningagilityandadaptability
Theyknowhowtobuildteamsandgetresultsthroughothersinchangingsituations
Theyalsocanflexandadjusttheirbehaviorasneededtoadapttosituationaldemands
Finally,itisworthnotingthattherationalapproachprovidesaprocessfordrivingchangeandanunderstandingofwhychangeinitiativessucceedorfail
LeaderscanusetheC=DxMxP>Rasaroadmapfor
Creatinganewvisionandgoals
Changingtheproductsandservicestheorganizationoffers
ChangingtheIT,financial,operations,maintenance,orcompensationssystems
Diagnosingwhereachangeinitiativehasfallenshort
Giventhepowerofthemodel,therationalapproachtochangegivesleadersausefulheuristicfordrivingorganizationalandcommunitychange–seeHighlight16.5
TheEmotionalApproachtoOrganizationalChange:CharismaticandTransformationalLeadership
Althoughtherationalapproachprovidesastraightforwardmodelfororganizationalchange,itseemsthatmanylarge-scalepolitical,societal,ororganizationalchangeswerenotthisformulaic
ThoughMahatmaGandhi,MartinLutherKing,Jr.,andFidelCastrodifferinimportantways,theyallshareonedistinctcharacteristic–charisma
Charismaticleadersarepassionate,drivenindividualswhopointoutproblemswiththecurrentsituationandpaintacompellingvisionofthefuture
Throughthisvision,theygenerateexcitementamongfollowersandbuildstrongpersonalattachmentswiththem
Thecombinationofacompellingvision,heightenedemotionallevels,andstrongpersonalattachmentsoftencompelsfollowerstoputforthgreaterefforttochange
Butenthusiasmandpassioncanbeadual-edgedsword
Somecharismaticmovementsresultinpositiveandpeacefulchange
Whenpassionisusedforselfishorpersonalgains,itcanhaveanequallydevastatingeffectonsociety
Thesystematicinvestigationofcharismaticleadershipisrelativelyrecent
Theremainderofthischapterbeginswithahistoricalreviewofresearchoncharismaticleadershipandtheleader-follower-situationcomponentsofcharismaticleadership
Wewillthenreviewthemostpopularconceptualizationofcharisma
Bass’stheoryoftransformationalandtransactionalleadership
CharismaticLeadership:AHistoricalReview
Priortothemid-1970s,charismaticleadershipwasstudiedbyhistorians,politicalscientists,andsociologists
MaxWeber,asociologist,wrotethesinglemostimportantwork
Webercategorizedsocietiesintooneofthreetypesofauthoritysystems
Traditional
Legal-rational
Andcharismatic
Inthetraditionalauthoritysystem,thetraditionsorunwrittenlawsofthesocietydictatewhohasauthorityandhowthisauthoritycanbeused–suchasthemonarchiesofEngland
Traditionalauthoritysystemsarepervasiveandsomehighervisibilityexamplesinclude
SaudiArabia,Kuwait,Jordan,NorthKorea,andBrunei
Notlimitedtocountries–manyCEOsinprivatelyheldcompaniesarecontrolledbyamajorityshareholderwhoareoftenchildrenorrelativesofthepreviousCEO
Walmart,BMW,Samsung,Cargill,Amway,andBechtel
Inthelegal-rationalauthoritysystemapersonpossessesauthoritynotbecauseoftraditionorbirthrightbutbecauseofthelawsthatgovernthepositionoccupied
Thepowerisinthepositionitselfratherthaninthepersonoccupyingtheposition
Large-scaleorganizationalchangesoccurafterindividualsareelectedorappointedinlegal-rationalauthoritysystems
PolicyandstaffingchangesoccurwhenindividualsarehiredorpromotedtobethenextCEO
Thesetwoauthoritysystemscanbecontrastedtothecharismaticauthoritysystem,inwhichpeoplederiveauthoritybecauseoftheirexemplarycharacteristics
Charismaticleadersaresetapartfromordinarymortals
Locusofauthorityinthissystemsrestswiththeindividualpossessingthecharisma,notderivedfrombirthrightorlaws
AccordingtoWeber,charismaticleaderscomefromthemarginsofsocietyandemergeasleadersintimesofgreatsocialcrisis
Charismaticauthoritysystemsareusuallytheresultofarevolutionagainstthetraditionalandlegal-rationalauthoritysystems
Charismaticauthorityoftenresultsinsudden,radical,andsometimesviolentchange
Buttendstobemuchshorterlivedthantraditionalorlegal-rationalauthoritysystems
Charismaticleadersmustprojectanimageofsuccessinorderforfollowerstobelievetheypossesssuperhumanqualities
Anyfailureswillcausefollowerstoquestionthedivinequalitiesoftheleaderandinturnerodetheleader’sauthority
ProbablythebiggestcontroversyofWeber’stheoryconcernsthelocusofcharismaticleadership
Anumberofauthorsarguethatcharismaticmovementscouldnottakeplaceunlessthesocietywasinacrisis
Theyarguethatbeforealeaderisperceivedascharismatic,thesocialsituationmustbesuchthatfollowersrecognizetherelevanceoftheleader’squalities
Othersarguethatcharismaticleadershipisprimarilyafunctionoftheleader’sextraordinaryqualities,notthesituation
Extraordinarypowersofvision,rhetoricalskillstocommunicatethevision,asenseofmission,highself-confidenceandintelligence,andhighexpectationsforfollowers
Finally,somearguethatthelitmustestforcharismaticleadershipdoesnotdependontheleader’squalitiesorthepresenceofacrisis,butratheronfollowers’reactionstotheleader
Charismaisattributedonlytothoseleaderswhocandevelopparticularlystrongemotionalattachmentswithfollowers
ThedebatesurroundingcharismaticleadershipshiftedwithJamesMacGregorBurns,aprominentpoliticalscientistwhobelievedthatleadershipcouldtaketwoforms:
Transactionalleadershipoccurredwhenleadersandfollowerswereinsometypeofexchangerelationshiptogetneedsmet
Theexchangecouldbeeconomic,political,orpsychological
Commonbuttendstobetransitorywithnopurposetoholdpartiestogether
Whileeffective,itdidnotresultinorganizationalchangeandtendedtoperpetuateandlegitimizethestatusquo
SeeHighlight16.6
Transformationalleadershipchangesthestatusquobyappealingtofollowers’valuesandtheirsenseofhigherpurpose
Theseleadersarticulatetheproblemsinthecurrentsystemandhaveacompellingvisionofwhataneworganizationcouldbe
Thenewvisionisintimatelylinkedtothevaluesofboththeleaderandthefollowers
Thisisultimatelyamoralexerciseinthatitraisesthestandardofhumanconduct
Transformationalleadersareadeptatreframingissues
Theypointouthowtheproblemscanberesolvedwiththeleader’svision
Theyteachfollowershowtobecomeleaders
Theyincitefollowerstoplayactiverolesinthechangemovement
SeeProfilesinLeadership16.1,16.2,16.3,16.4,and16.5
Alltransformationalleadersarecharismatic,butnotallcharismaticleadersaretransformational
Transformationalleadersarecharismaticbecausethey
Articulateacompellingvisionofthefuture
Andformstrongemotionalattachmentswithfollowers
However,thisvisionandtheserelationshipsarealignedwithfollowers’valuesystemsandhelpthemgettheirneedsmet
Charismaticleaderswhoarenottransformational
Conveyavisionandformstrongemotionalbondswithfollowers
Buttheydosotogettheirownneedsmet
Bothcharismaticandtransformationalleadersstrivefororganizationalchange
Thedifferenceiswhetherthechangesbenefittheleaderorthefollowers
Transformationalleadersarealwayscontroversial
Charismaticleadersraiseconflictsovervalues
Controversyarisesbecausepeoplewiththemosttoloseputupthemostresistance
Theemotionallevelsofthoseresistingisoftenasgreatasthoseembracingit
Transformationalleadershipinvolvesconflictandchange,andtransformationalleadersmustbewillingto
Embraceconflict
Makeenemies
Exhibitahighlevelofself-sacrifice
Andbethick-skinnedandfocused
SeeProfilesinLeadership16.3
Researchoverthepast35yearshasexploredcross-cultural,gender,succession,leader,follower,situational,andperformanceissuesincharismaticortransformationalleadership
Wenowknowthatcharismaticortransformationalleadershipisbothcommonandrare
Commonbecauseitcanoccurinalmosteverysocialstratumacrosseveryculture
Rarebecausemostpeopleinpositionsofauthorityarenotperceivedascharismaticortransformationalleaders
Wealsoknowthatwomentendtobeperceivedasmorecompetentthanmalecounterparts
Andtransformationalleadershipresultsinhighergroupperformancethantransactionalleadership
Althoughcharismaticortransformationalleadershipoftenresultsinlarge-scaleorganizationalchangeandhigherperformance
Thereislittleevidencethatchangesremainpermanentaftertheleadermoveson
Someresearchersfoundthatcharismaticortransformationalleadersdidnotresultinhigherorganizationalperformance,butearnedhigherpaychecksforthemselves
Theseleadersweregoodatgarneringattention,hoggingcredit,andchangingtheirorganizations,butmanychangesdidnotresultinhigherorganizationalperformance
SeeHighlight16.7wherethefollowingkeytermsareintroduced
Within-groupcompetitions
Between-groupcompetitions
Humility
Fromresearchresults,wehavethreenewertheoriesofcharismaticortransformationalleadership
Thefirstusesastagemodeltodifferentiatecharismaticfromnoncharismaticleaders
Charismaticleadersbeginbyassessingthecurrentsituationanpinpointingproblemswiththestatusquo
Theythenarticulateavisionthatrepresentsachangefromthestatusquo
Thisvisionrepresentsachallengeandisamotivatingforceforchangeforfollowers
Thevisionmustbearticulatedinawaythatincreasesdissatisfactionwiththestatusquoandcompelsfollowerstotakeaction
Inthefinalstage,leadersbuildtrustintheirvisionandgoalsbypersonalexample,risktaking,andtheirtotalcommitmenttothevision
Asecondtheorydescribeshowcharismaticleadersachievehigherperformancebychangingfollowers’self-concepts
Charismaticleadersarebelievedto
Motivatefollowersbychangingtheirperceptionsofworkitself
Offeringanappealingvisionofthefuture
Developingacollectiveidentityamongfollowers
Andincreasingtheirconfidenceingettingthejobdone
Thethirdtheoryoftransformationalandtransactionalleadershipviewsthesetwoconceptsasindependentleadershipdimensions
Leaderscanbetransformationalandtransactional
Transactionalbutnottransformational,andsoon
Transformationalleadersarebelievedtoachievestrongerresultsbecausethey
Heightenfollowers’awarenessofgoalsandthemeanstoachievethem
Convincefollowerstotakeactionforthecollectivegoodofthegroup
Haveavisionoffuturethathelpsfollowerssatisfyhigherorderneeds
Thistheoryisbyfarthemostthoroughlyresearchedandwillbediscussedinmoredetaillaterinthechapter
WhatAretheCommonCharacteristicsofCharismaticandTransformationalLeadership?
Wewillusethetermscharismaticandtransformationalleadershipinterchangeablyinthenextsection–throughacknowledgingthefundamentaldifferencebetweenthetwo
Areviewofthecommonleader,followers,andsituationalfactorsandthethreemorerecenttheoriesofcanbefoundinFigure16.5
Researchersaredividedonwhethercharismaticleadershipisdueto
Theleader’ssuperhumanqualities
Aspecialrelationshipbetweenleadersandfollowers
Thesituation
Orsomecombinationofthesefactors
Irresponsiveofthelocusofcharismaticleadership,researchprovidessupportforthenotionthattransformationalleadersareeffectiveatlarge-scalesocietalororganizationalchange
LeaderChara
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