...TRANSFORMATIONAL AND CHARISMATIC LEADERSHIP THEORIES Gary Yukl* State University of New York at Albany Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership. However, most of the theories have conceptual weaknesses that reduce their capacity to explain effective leadership. The conceptual weaknesses are identified here and refinements are suggested. The issue of compatibility between transformational and charismatic leadership is also discussed. Finally, some methodological problems involving construct validation and theory testing are identified, and suggestions for future research are provided. INTRODUCTION In the 1970s, behavioral theories of leadership effectiveness were dominant. Examples include path-goal theory (House & Mitchell, 1974), LMX theory (Graen & Cashman, 1975), and normative decision theory (Vroom & Yetton, 1973). Since the late 1980s, theories of transformational and charismatic leadership have been ascendant. Versions of transformational leadership have been proposed by several theorists, including Bass (1985, 1996); Bennis and Nanus (1985), Burns (1978), Sashkin (1988), and Tichy and Devanna (1986, 1990). Building on the ideas of Weber (1947), refined versions of charismatic leadership have been proposed by several theorists, including Conger (1989), Conger and Kanungo (1987, 1998), House (1977), and Shamir, House, and Arthur (1993). Unlike the “traditional” leadership theories, which emphasized rational...
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...Transformational Leadership on Follower Development and Performance: A Field Experiment Author(s): Taly Dvir, Dov Eden, Bruce J. Avolio, Boas Shamir Source: The Academy of Management Journal, Vol. 45, No. 4 (Aug., 2002), pp. 735-744 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/3069307 . Accessed: 13/10/2011 04:47 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Journal. http://www.jstor.org c Academy of Management Journal 2002, Vol. 45, No. 4, 735-744. IMPACT OF TRANSFORMATIONAL LEADERSHIP ON FOLLOWER DEVELOPMENT AND PERFORMANCE: A FIELD EXPERIMENT TALY DVIR DOV EDEN Tel Aviv University BRUCE J. AVOLIO University of Nebraska BOAS SHAMIR Hebrew University In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational leadership training...
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...The leadership theory is probably the one that is more popularly applied in our school. It is implemented to create an environment that facilitates the goals and visions of a learning community. This theory is implemented to create an environment that facilitates the goals and vision of the learning community. Our leaders put a lot of emphasis on team work and encourage collaboration amongst teachers, which is important in an educational world that keeps on changing. Applying the leadership theory is a way for the school to respond to the rapid changes taking place with new technology, global economy, and diversity (www.abolrous.com, 2012). Leaders and followers that are part of the school setting know that each and every day, there are different challenges that have to be faced. All challenges are different from one another, and must be approached differently. Even though the contingency theory tends to focus mainly on the effects of situation on broad leadership styles and organizational forms, we must be concerned with the day-to-day leadership activity, not just broad styles of leadership or organizational structures or roles (Diamond, Halverson & Spillane, 2004). It is important that school leaders possess the ability to be able to solve the different day-to-day challenges that we are faced within the learning environment. In our school setting, leaders use the contingency theory approach. They are open to different leadership styles and theories that will promote students’...
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...List of Contents: 1.0 Introduction...........................................................................................................1 2.0 Conceptual Framework.........................................................................................2 2.1 Topic 1. Herzberg theory of employee motivation................................................2 2.1(a) Hygiene factor...................................................................................................3 2.2 (b) Motivating Factors............................................................................................4 3.1 The different types of leadership style...................................................................5 3.1 (a) Theory X (authoritative style of Leadership)....................................................5. 3.1(b) Theory Y ( participative style of Leadership)....................................................6. 3.1(c) Delegating style of leadership......................................................................... ...6 4.0 Applying the Conceptual framework to the Article................................................7 5.0 Conclusion...............................................................................................................7 6.0 References................................................................................................................8 1.0 Introduction: In this Assignment of principle of organization and management we have...
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...Supervisor-Subordinate Relationships Both transformational leadership and leader-member exchange leadership theories have been an issue of discussion for many scholars. The majority of authors agree that transformational leaders ‘have qualitatively different and quantitatively greater effects on their followers than the effects of exchange leaders’ (Gupta & Krishnan 2004, p.7). This essay builds on the existing literature about these two theories and will try to draw a parallel between LMX and transformational leadership, i.e. it will reveal the different and similar qualities of supervisor-subordinate relationships. Specifically, the essay focuses on the mechanism that each style of leadership uses in developing these relationships. That will actually help to find out some differences and similarities. This paper initially revisits the main aspects of transformational leadership and LMX leadership theories and then discusses them in relation to their capacity to develop differing qualities of supervisor-subordinate relationships. In ‘Leader-Member Exchange, Transformational Leadership, and Value System’ Krishnan (2005) noted that according to Burns, ‘the result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and convert leaders into moral agent’, which means that both leaders and team members offer one another. In this case, leaders serve their followers, create conditions for their further development...
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...Running Head: MANAGEMENT THEORY 1 Management Theory Management Theory: Great Leaders of made of Machiavelli, Nietzsche, and McGregor Tyng Wu Benedictine University Humanities 250 Professor Amy Hanridge June 1, 2014 Management Theory: Great Leaders of made of Machiavelli, Nietzsche, and McGregor Theories of leadership in any period are driven by a set of principles and hopes on the part of the philosopher. A core assumption about leadership is that leaders who succeed have a “vision,” a tangible goal toward which they and their followers can strive towards. While this is true on one spectrum, there are others that believe in the philosophy of Lao Tzu who said, “A good traveler has no fixed plans and is not intent on arriving” (Tzu, 2014). Participative management and leadership style of the modern times was influenced by the philosophers of the past. In modern leadership and management we see Machiavelli’s active rule, not by fortune, but by virtue and prudence. We also see Nietzsche’s will to power, which is more internally driven first and foremost, but the internal becomes outward actions. Finally we see McGregor’s Theory X and Theory Y in management styles, with micromanagers or enlightened leaders. McGregor’s Theory X and Machiavelli viewed human beings in a negative light, where they must be controlled by any possible means. However, McGregor’s Theory Y falls more in line with Nietzsche’s philosophy of the will to power, where it...
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...Report on THE IMPACT OF LEADERSHIP STYLE ON MOTIVATION IN WORK ORGANIZATIONS Submitted to: Lorin Walker, Manager and Gary Hart, Instructor for OB 689R Submitted by: Leonard Winegar April 20, 1977 i ABSTRACT This report is an evaluation of leadership style as it affects motivation and productivity in work organizations. The terms pertinent to this work are first defined. Historical and current theories are then presented and discussed. Theory understanding and implementation are essential to increase motivation in the organization. Data from leadership style studies is presented showing that situational determinants, traits, and wide style range are essential to promote motivation and effective leadership. There is no single "narrow" leadership style for all occasions rather the whole leader is needed for optimum productivity. ii TABLE OF CONTENTS ABSTRACT...................................................................................................................................i TABLE OF CONTENTS................................................................................................................ii I. INTRODUCTION.......................................................................................................................1 II. LEADERS DEFINED...............................................................................................................2 Leadership and Leadership Style Illuminated...........................................
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...Part-A Objective Questions 1. The two distinct dimensions of leadership behavior, job-centered and employee-centered was developed by a. IOWA studies b. Michigan studies c. Ohio state university studies d. Situational leadership e. Hawthorne studies 2. --------------- is a process by which people come to know about and understand each other a. Social perception b. Self perception c. Perceptual distortion d. perceptual selectivity e. Halo effect 3. Blake and Mouton’s contribution to leadership studies is a. Trait approach b. Path-goal model c. Managerial grid d. group approach e. individual approach 4. “Leaders and followers raise one another to higher level of morality and motivation” describes a. Situational leadership b. Transactional leadership c. Transformational leadership d. charismatic leadership e. referent leader 5. The potential ability to influence behaviour to change the course of events, to overcome resistance and to get people do things that they would not otherwise do is a. Power b. Control c. Motivation d. authority e. delegation 6. The power that comes by virtue of fact that the person holds a position is a. Reward power b. Referent power c. legitimate power d. legal power e. political power 7. -------------- refers to the use of deceit in relationship and manipulating others. ...
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...J. (2002). The full range leadership theory: The way forward. In B. J. Avolio & F. J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (pp. 3–33). Boston: JAI Elsevier Science. Aquino, K. (1995). Relationships among pay inequity, perceptions of procedural justice, and organizational citizenship. Employee Responsibilities and Rights Journal, 8, 21-33 Avolio, B. J., & Bass, B. M. (1987). Transformational leadership, charisma, and beyond. In J.G. Hunt et al. (Eds.), Emerging leadership vistas. Lexington, MA: Lexington Books. Avolio, B. J., Bass, B. M. and Jung, D. I. (1997). Replicated Confirmatory Factor Analyses of the Multifactor Leadership Questionnaire, Center f or Leadership Studies, Binghamton University, Binghamton, NY. Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951–968. Retrieved February 16, 2008, from ABI/INFORM Global database. Barak, M. E. M., Nissly, J. A., & Levin, A. (2001). Antecedents to turnover and retention among child welfare, social work, and other human service employees: What can we learn from past research? A review and meta-analysis. The Social Service Review, 7(4), 625–661. Retrieved April 19, 2008, from ABI/INFORM Global database. Bass, B. M. (1998). Transformational Leadership: Industry, Military, and Educational...
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...Effective Leadership and Management in NursingIn: Other Topics Effective Leadership and Management in Nursing Effective Leadership and Management in Nursing Shirley J. Mitchell University of Phoenix HSC 492 Instructor: Linda Westermann March 12, 2012 Effective Leadership and Management in Nursing According to Sullivan and Decker (2009), leadership is influencing others into working toward accomplishing a common goal. Some people are born with an innate leadership quality within them. Others require learning leadership and management skills. It takes a certain personality trait that makes them a natural leader. Intelligence, personality, and abilities are three categories of the trait theory that is a part of the profile of successful leaders (Sullivan & Decker, 2009). I will discuss my personal views of leadership. It will describe how leadership differs from management. Finally, the characteristics of an effective leader will disclose. What are your personal views of leadership? Everyone is a leader at one time or another. A good leader is one that knows just when to pull back from the leadership role and let the team proceed on his or her own. These leaders have a natural ability to guide their team effectively with his or her charismatic approach that the team believes they are well supported. They know when to lead, when not to lead, when to let the team lead, and they know just when to dance. How does leadership differ from management...
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...THE IMPACT OF LEADERSHIP STYLES ON JOB STRESS AND TURNOVER INTENTION – TAIWAN INSURANCE INDUSTRY AS AN EXAMPLE Hsien-Che Lee Department of Business Management, Tatung University 40 ,Sec 3,Chung-Shan N. Rd, Taiwan City, Taiwan ROC hclee@ttu.edu.tw Tsai-Hua Chuang Student of Graduate School of Management, Tatung University 40 ,Sec 3,Chung-Shan N. Rd, Taiwan City, Taiwan ROC teresa5797@yahoo.com.tw ABSTRACT For recent years, Taiwan has stepped into an aging society. Life insurance and retirement planning which have quite a lot to do with insurance industry are questions of interest. The insurance industry focuses on close contact among clients, sales people and managers. That is a human-oriented industry, for which the experienced leaders inspire the sales people through continuous training and encouragement and lead them by vision. Therefore, leader’s leadership type is the critical factor for the success of the organization. This research explores the relationships among leader’s leadership style, subordinate’s personality characteristic, and job stress and turnover intention. We also identify the role of the variable of personality characteristic and job stress respectively. We use convenient sampling method to collect data. In pretest, 50 copies of questionnaires are sent to employees of M insurance company, for which 46 valid ones are returned, And then, a total of 220 copies of...
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...expression of ideas, creates an atmosphere of acceptance, and treats workers with respect. Even though Google’s open work culture encourages individual contributions there are other leadership styles that would alter the work culture and change group communication. Leadership at Google and the effect of a different leadership style Googles leadership style fosters empowerment of employees allowing employees to come up with innovative ideas and implement them. Google had a 70-20-10 norm for time allocation by employees; 70 percent of the time is for core business of search and advertising; 20 percent to off-budget projects relating to core business; and 10 percent in pursuing ideas of employee’s individual interests and competencies (Manimala & Wasdani, 2013). This leadership style is effective for encouraging open communication within the working group. Googles leadership communicates by offering generous rewards and awards employees for implementing innovative ideas; by rewarding their employees Google is able to maintain their entrepreneurial employees rather than those employees leaving to start their own competitive venture. However, each new innovative idea is not always used, ideas must compete on their merits before implemented (Manimala & Wasdani, 2013). A different leadership style at Google...
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...Arthur G. Jago University of Missouri—Columbia Leadership depends on the situation. Few social scientists would dispute the validity of this statement. But the statement can be interpreted in many different ways, depending, at least in part, on what one means by leadership. This article begins with a definition of leadership and a brief description of 3 historically important theories of leadership. The most recent of these, contingency theories, is argued to be most consistent with existing evidence and most relevant to professional practice. The Vroom, Yetton, and Jago contingency models of participation in decision making are described in depth, and their work provides the basis for identifying 3 distinct ways in which situational or contextual variables are relevant to both research on and the practice of leadership. Keywords: participation, situational leadership, normative models, contingency theory T he term leadership is ubiquitous in common discourse. Political candidates proclaim it, organizations seek it, and the media discusses it ad nauseum. Unfortunately, research on leadership has done little to inform these endeavors. As Bennis and Nanus (1985) have noted, Literally thousands of empirical investigations of leaders have been conducted in the last seventy-five years alone, but no clear and unequivocal understanding exists as to what distinguishes leaders from nonleaders, and perhaps more important, what distinguishes effective leaders from ineffective...
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...Leadership Scenario BMGT364 March 28, 2014 Abstract This paper explores two leadership theories and two motivational theories and applies each to the case study of Alex and Stephanie. Alex and Stephanie are employees at the same company that has different attitudes about his and her employment. This attitude is directly related to his and her respective managers who practice different styles of leadership and motivation. The paper is a compellation of four students and each student's perspective of the case study as it applies to his or her theory. Each student is given an individual theory and asked to explain the theory in detail and input his or her personal thought regarding the theory and how it applies to the case study of Alex and Stephanie. The theories discussed are the situation and path-goal leadership and expectancy and reinforcement motivation theories. While these are four of the many theories, these are the four which the writers felt applied to the case study. Keywords: leadership theory, motivation theory Leadership Scenario Leadership and motivation are integral parts of management. The successful observations of management to assess or modify his or her style of motivating and leading is the key to reaching the mission and vision statement of the organization. The theories discussed are the situation and path-goal leadership and the expectancy and reinforcement motivational theories. In understanding and analyzing...
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...Leadership is defined as the process through which a group or individual influences others to obtain certain objectives and goals which results to improve in the direction of an organization. It can also be defined as the ability to inspire and motivate others to take a new direction that will improve the efficiency and coherency of the group. Leaders are able to do this by applying their leadership skills and knowledge. Though leadership is learned the knowledge and skills that are processed by the leader are often influenced by their traits and attributes such as character, ethics, values and beliefs. Leadership is more strategic in nature. Management is a process of exercising supervisory, administrative and executive direction of an organization in order to improve organizational performance. An act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Managers direct are preoccupied with the right way to do things by following policy and procedure and get results from subordinates through authority. There is an ongoing argument in the field of leadership regarding whether or not leaders and managers are two completely different parts of an organization. A person can be a great manager, a great leader or both, but both these two areas often require a mastery of certain competencies and skills. While management produces consistency and order, a leader produces change and movement. A leader innovates while...
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