Leadership

Emerging Theories of
Effective Leadership
Facilitator: Tehrim Iqbal

Leadership

Theories of Leadership
A.
B.

C.

D.

E.

Trait Theories of Leadership

Behavioral Theories of Leadership (University of Iowa
Studies, Ohio State Studies, University of Michigan
Studies, Managerial Grid)
Contingency (Situational) Theories of Leadership
(Fiedler LPC Model, Path-Goal Theory, Situational
Leadership Theory)
Emerging Theories of Leadership (Charismatic
Leadership, Transformational Leadership)
Participative Leadership

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Charismatic Leadership

The German sociologist Max Weber

described certain leaders as
having exceptional qualitiesa
charismathat enabled them to
motivate followers to achieve
outstanding performance.
Charisma is a Greek word meaning
gift bestowed by the gods.

Requirements for
Charismatic Leadership

Four conditions give rise to

charismatic leadership:
1. A crisis situation
2. Potential followers in distress
3. An aspiring leader
4. A doctrine promising
deliverance.

D- Emerging Theories of Leadership

Charismatic Leadership Theory

Charima: A special quality of leaders that reaches

people on an emotional, non-rational level, motivating
them to extraordinary efforts.

In general, it has been suggested that when a leader

has charisma, followers perform better.

The current theories of Charismatic Leadership were

strongly influenced by the ideas of an early sociologist
named Max Weber. According to Weber, charisma
occurs during a social crisis, when a leader emerges
with a radical vision that offers a solution to the crisis
and attracts followers who believe in the vision.

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RANKING OF THE TOP 100 MOST

CHARISMATIC PERSONS IN HISTORY

(Michael Hart New York, 1978)

He ranked Mohammed PBUH first in the

list, who contributed towards the benefit and
uplift
of
mankind:

Necessary Elements of
Charismatic Leadership
Leader
Characteristics

Follower
Characteristics

Charismatic
relationship and
leadership

Situational
Requirements

Characteristics of
Charismatic
Leaders
An enthusiastic, self-confident leader whose
personality and actions influence people to behave
in certain ways.
Possess Characteristics such as :
Have a vision.
Are able to articulate the vision.
Are willing to take risks to achieve the vision.
Are sensitive to the environment and follower
needs.
Exhibit behaviors that are out of the ordinary.
High energy and enthusiasm

Expressive & Excellent in communication

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

Charismatic Situational
Requirements
External

Sense of actual or imminent crisis

Perceived need for change

Opportunity to articulate ideological

goal

Availability of dramatic symbols

Opportunity to articulate followers

Internal

role
Organizational life cycle
Complex task
No external reward available
Flexible and organic structure
Non-bureaucratic cultures

D- Emerging Theories of Leadership

Charismatic Leadership Theory

In the past two decades, several social scientists

formulated newer versions of the theory, called
Neocharismatic Theories.

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Charismatic Leadership Theory

Close and Distant Charisma

Shamir (1995) proposed that attributions of charisma

for followers who have close contact with the leader
differ in some important ways from attributions made
by followers who only view the leader from a distance.

An exploratory study was conducted in Israel in which

students were interviewed and asked to describe a
charismatic leader with whom they had a direct
relationship and one with whom they did not have a
direct relationship.

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Charismatic Leadership Theory

Close and Distant Charisma

The results support Shamirs proposition.

Distant Charismatics were described more often in

terms of their substantive achievements and effects
on follower political attitudes.

Close Charismatics were more often described in

terms of their effects on follower motivation, task
behavior,
identification with the leader, and the
interpersonal skills.

This exploratory
limitations.

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study

was

subject

to

13

several

Charismatic Leadership Theory

Routinization of Charisma

When the charismatic leader departs or dies, a

succession crisis is likely. Many organizations founded
by an autocratic charismatic leader fail to survive this
succession crisis.

Charismatic leaders can do several things in an effort

to perpetuate their influence on the organization after
they depart.

To transfer charisma to a designated successor

through ceremonies.

To create an administrative structure

continue to implement the leaders vision.

that

will

To embed leaders vision in the culture of the

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organization.

1- Charismatic Leadership Theory

Consequences of Charismatic Leadership
Positive and Negative Charismatics
The study of historical leaders reveals examples of
both positive and negative charismatics.

Positive and Negative Charismatics: How to

differentiate
between
positive
and
negative
charismatic leaders has been a problem for leadership
theory.

It is not always clear whether a particular leader

should be classified as a positive or negative
charismatic.

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1- Charismatic Leadership Theory

Consequences of Charismatic Leadership
Positive and Negative Charismatics

One approach is to examine the consequences for

followers. However, most charismatic leaders have
both positive and negative effects on followers.

A better approach for differentiating between positive

and negative charismatics is in terms of their values
and personality.

Negative Charismatics have a personalized power

orientation.

In contrast, Positive Charismatics have a socialized

power orientation.

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1- Charismatic Leadership Theory

Consequences of Charismatic Leadership
The Dark Side of Charisma

The major theories of charismatic leadership

emphasize positive consequences, but a number of
social scientists have also considered the dark side of
charisma. Some of the negative consequences are
listed as follows.

Excessive confidence/optimism blind the leader to

real dangers.

Denial of problems/failures reduces organizational

learning.

Risky projects are more likely to fail.

Taking complete credit for successes.

Dependence on the leader inhibits development of

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competent successors which creates leadership crisis.

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1- Charismatic Leadership Theory

Consequences of Charismatic Leadership
Effects of Positive Charismatics

Followers are much better off with a Positive

Charismatic leader than with a negative charismatic.

They are more likely to experience psychological

growth and development of their abilities, and the
organization is more likely to adapt to an environment
that is dynamic, aggressive, and competitive.

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Charismatic Leadership Theory

Conclusion

Charismatic Leaders can have a tremendous influence

on an organization, but the consequences are not
always beneficial. Most of the descriptive research
suggests that a charismatic leader is not necessary to
achieve major changes in an organization.

The research found that CEOs of successful

organizations used transformational behaviors, but
these leaders were seldom viewed as charismatic by
members of the organization.

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Charismatic Leadership Theory

Conclusion

Also charismatic leadership is risky. It is impossible to

predict the result when people give too much power
to an individual leader.

Charisma is a rare and complex phenomenon difficult

to be achieved through training alone.

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D- Emerging Theories of Leadership

Transformational Leadership

Theories of Transformational Leadership were

strongly influenced by James McGregor Burns (1978).

Burns contrasted Transformational Leadership with

Transactional Leadership.

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D- Emerging Theories of Leadership

Transformational Leadership

Transactional Leadership motivates followers by

appealing to their self-interest
and exchanging
benefits. The Transactional Leadership involves an
exchange process that may result in follower
compliance with leader requests but is not likely to
generate enthusiasm and commitment to task
objectives.

For a political leader, these activities include providing

jobs, subsidies, lucrative government contracts etc.
For corporate leaders, transactional leadership means
providing pay and other benefits in return for work
effort.

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D- Emerging Theories of Leadership

Transformational Leadership

With Transformational Leadership, the followers feel

trust, admiration, loyalty, and respect toward the
leader, and they are motivated to do more than they
originally expected to do.

According to Bass, the

motivates followers by

i.

ii.

iii.

leader

transforms

and

Making them more aware of the importance of task

outcomes.
Inducing them to transcend their own self-interest for
the sake of the organization or team.
Activating their higher order needs.
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Transformational Leadership
Transactional vs. Transformational Leadership

For Bass (1985), Transactional and Transformational

Leadership are distinct but not mutually exclusive
processes.

Transformational Leadership increases follower

motivation and performance more than Transactional
Leadership, but effective leaders use a combination
of both types of leadership.

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Transformational Leadership
Transactional and Transformational Behaviors
Contingent Reward
(use of incentives and contingent rewards to
influence motivation)
Active Management
(looking for mistakes and enforcing rules to
Transactional avoid mistakes)
Behaviors
Passive Management
(use of contingent punishments and corrective
action in response to obvious deviations from
acceptable performance standards)

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Transformational Leadership
Transactional and Transformational Behaviors
Idealized Influence
(behavior that arouses strong follower
emotions and identification with the
leader)
Transformational
Behaviors

Individualized Consideration
(behavior that increases followers
awareness of problems and influences
them to view problems from a new
perspective)
Inspirational Motivation
(communicating an appealing vision,
modeling appropriate behaviors)
Intellectual Stimulation

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(providing support, encouragement,

and
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Transformational Leadership
Conclusion

The empirical research relevant for the theories of

transformational leadership has generally been
supportive, but more research is needed to determine
the conditions in which different types of
transformational behavior are most relevant and the
underlying influence processes that explain why the
behaviors are relevant.

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A study of
The Leadership style
of
Steve Jobs

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BIOGRAPHY
o Born on February 24, 1955 and adopted by Paul & Clara Jobs.
o Worked with HP for summer internship after High School.
o Dropped out of college after the very first semester.
o
o
o
o
o
o
o
o

1976:
1984:
1985:
1986:
1986:
1997:
2001:
2007:

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Started apple computers with Steve Wozniak in 1976.

Introduced Revolutionary Macintosh the market.
was forced to resign by the board of directors of Apple computers.
Founded Next Computers
Co-founded Pixar Animation Studio.
Next computers was sold to Apple & Jobs became the CEO.
launched revolutionary ipod
Introduced 3G iphone, first of its kind in the market.

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TRANSFORMATIONAL LEADERSHIP

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COMPONENTS OF JOBS
LEADERSHIP

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FOCUS

PASSION

INNOVATION

INVOLVEMENT

EFFECTIVE COMMUNICATION

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JOBS LEADERSHIP

Like a transformational leader, he focuses on "transforming" others to help

each other, to look out for each other, to be encouraging and harmonious,
and to look out for the organization as a whole.

At Apple, he is seen as a leader whose brilliance and

idealistic vision of "providing computers as a tool to change
the world," drew other talented people to him

His Leadership creates valuable and positive change in the followers.

In his leadership, he enhances the motivation, morale and performance of

his follower group. Some people also categorize him as a charismatic leader.

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Innovation distinguishes between a leader

and a follower
- Steve jobs

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FROM CRITICS DESK

his habit of making decisions and then suddenly changing his mind
has been given as part of the reason he is difficult to work forbrainmass

Jobs has got an aggressive and demanding personality.-critics

He is one of Silicon Valley's leading egomaniacs.Fortune Magazine

Jobs would have made an excellent king of France with his

compelling and larger-than-life persona- Jef Raskin, former collegue.

Some times he acts anti gates, & some times he requests Microsoft
to develop software for their computers, that is weird.-critics

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You can't just ask customers what they want and then try to give that to them. By the
time you get it built, they'll want something new
Steve Jobs

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HONORS

1985: National Medal of Technology by President Ronald Reagan with

Steve Wozniak(the first people to ever receive the honor)

1987: Jefferson Award for Public Service in the category (the Samuel S.
Beard Award).

2007: Jobs was named the most powerful person in business by Fortune
Magazine

2007: California Governor Arnold Schwarzenegger and First Lady Maria

Shriver inducted Jobs into the California Hall of Fame

2009: Jobs was selected the most admired entrepreneur among teenagers
on a survey by Junior Achievement

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Thank you
for your kind attention!

FACILITATOR
TEHRIM IQBAL
tehrimiqbal05@gmail.com