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A journey through UNIVERSALIST THEORIES OFLEADERS

CHARISMATIC, TRANSFORMATIONAL, AND GREAT PERSON

CHRISTY ISLEY

ONE THEORY OF LEADERSHIP IS THAT LEADERS HAVE THE NECESSARY CHARISMA TO BECOME LEADERS. THEY POSSESS FIRST-CLASS INTERPERSONAL SKILLS.

CHARISMATIC PERSONALITY

CHARISMA

CHARISMA COMES FROM THE GREEK FOR "GIFT OF GRACE". THIS MEANS LEADERS POSSESS A CHARISMATIC PERSONALITY THAT ALLOWS THEM TO LEAD A WOKFORCE EFFECTIVLEY.

INSPIRE PEOPLE

EXUDE CONFIDENCE

EXUDE CONFIDENCE

CAPTIVATE THEIR AUDIENCE

CAPTIVATE THEIR AUDIENCE

GOOD PUBLIC SPEAKING SKILLS

GOOD PUBLIC SPEAKING SKILLS

GREENBURG & BARON (2008)

GREENBURG & BARON (2008)

REVIEWED THE FIELD AND PRODUCED A LIST OF FIVE "AGREED" TRAITS THAT CHARISMATIC LEADERS HAVE:

A VISION

THIS USUALLY TAKES THE FORM OF MAKING WORKING CONDITIONS OR WORKING LIFE BETTER.

EXTRAORDINARY BEHAVIOUR

THEY SHOW SOME UNUSUAL OR UNCONVENTIONAL BEHAVIOURS.

RECOGNITION AS CHANGE AGENTS

IN OTHER WORDS, THEY ARE SEEN TO MAKE THINGS HAPPEN

SELF-CONFIDENCE

THEY SHOW HIGH CONFIDENCE ABOUT THEIR OWN ABILITY AND THE ABILITY OF THEIR WORKFORCE TO ATTAIN A GOAL.

ENVIROMENTAL SENSITIVITY

THEY SHOW REALISM ABOUT WHAT CAN BE ACHIEVED GIVEN THE RESOURCES THEY HAVE AVAILABLE.

TRANSFORMATIONAL

LEADERS

TRANSFORMATIONAL LEADERS

RIGGIO

(1999)

CHANGE HOW THE WORKFORCE THINK, REASON, AND BEHAVE. THEY INSPIRE THE WORKFORCE IN SIX DEFFERENT WAYS.

1.

Identifying and Articulating

a vision.

They excite workers with a vision for the company.

2.

PROVIDING AN APPROPRIATE MODEL

"THE LEADER PRACTICES WHAT HE OR SHE PREACHES"

3.

FOSTERING THE ACCEPTNACE OF THE GROUP

COOPERATION BETWEEN ALL WORKERS IS PROMOTED AND A COMMON GOAL IS SET.

4.

MAINTAINING HIGH PERFORMANCE EXPECTATIONS

EXCELLENC IS ENCOURAGED AND WORK QUALITY IS IMPROVED.

5.

PROVIDING INDIVIDUAL SUPPORT

THE LEADER WILL SHOW CARE AND CONCERN FOR ALL INDIVIDUALS

6.

PROVIDING INTELLECTUAL STIMULATION

THE LEADER WILL CHALLENGE WORKERS TO RETHINK HOW THEY DO THINGS.

OHIO STATE

OHIO STATE

COLLECTED DATA FROM SELF-REPORTS.

ALSO COLLECTED DATA FROM OBSERVATIONS OF LEADERS.

THEY LISTED OVER 100 DIFFERENT BEHAVIORS SHOWN BY LEADERS.

THEY FOUND THAT THERE ARE

JUST TWO BROAD CATEGORIES OF

LEADERS:

INITIATE STRUCTURE

INITIATE

STRUCTURE

LEADERS WHO INITIATE STRUCTURE, WHICH INCLUDES ASSIGNING SPECIFIC TASKS TO PEOPLE, DEFINING GROUPS OF WORKERS, CREATING AND MEETING DEADLINES AND ENSURING THAT WORKERS ARE WORKING TO A SET STANDARD.

SHOW CONSIDERATION

LEADERS WHO SHOW CONSIDERATION. THEY SHOW THAT THEY HAVE A GENUNE CONCERN FOR THE FEELINGS OF WORKERS AND THEIR ATTITUDES. THEY ESTABLISH RAPPORT WITH WORKERS WHILE SHOWING THE TRUST AND RESPECT. THEY WILL LISTEN TO WORKERS MORE OFTEN AND TRY TO BOOST THE SELF - CONFIDENE OF THEIR WORKFORCE.

SHOW CONSIDERATION

UNIV.

MICHIGAN

UNIV.

MICHIGAN

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