LIO - Chapter 5

Leadership, 10e
Chapter 3: Charismatic and

Transformational Leadership
Andrew J. DuBrin, LEADERSHIP: Research Findings, Practice, and Skills, Tenth Edition. © 2023 Cengage. All Rights Reserved. May not be scanned,
copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1
Learning Objectives
• Describe many of the traits and behaviors of charismatic leaders.

• Break down the visionary component of charismatic leadership.
• Describe the communication style of charismatic leaders.
• Assemble an action plan for developing your charisma.
• Cite the nature of transformational leadership.
• Identify several of the impacts of charismatic and transformational leadership on
performance and behavior.
• Articulate the concerns about charismatic leadership from the scientific and moral
standpoint.
Chapter Outline (1 of 2)
The Meanings of Charisma The Communication Style of Charismatic

Leaders
• Charisma: A Relationship Between the Leader, Group
Members, and Other Stakeholders
• Leadership by Inspiration
• The Effects of Charisma
• Leadership by Storytelling
Three Types of Charismatic Leaders
• Extensive Use of Social Networking
Characteristics of Charismatic Leaders
The Development of Charisma
The Narcissism Component of Charismatic Leadership
The Vison Component of Charismatic Leadership
Chapter Outline (2 of 2)
Transformational Leadership Summary

• How Transformations Take Place Key Terms
• Attributes of Transformational Leaders
Guidelines for Action and Skill Development
• The Impact of Transformational and Charismatic
Leadership on Performance and Behavior Leadership Case Problem A
Concerns about Charismatic and Leadership Case Problem B
• Challenges to the Validity of Charismatic Leadership
• The Dark Side of Charismatic Leadership
The Meanings of Charisma
• Can be defined in a variety of ways.

• Greek word meaning “divinely inspired gift.”
• Special quality of leaders whose purposes, powers, and extraordinary determination
differentiate them from others.
• Having a charming and colorful personality.
• Charisma is a positive and compelling quality that makes many others want to be led by
the person who has it.
• Network of person influences that person’s attribution of charisma to a leader.
Charisma: A Relationship Between the Leader, Group
Members, Other Stakeholders
• Charismatic leadership involves a relationship between leader and people led.
• Charismatic leaders take steps to create a favorable, successful impression, recognizing
that perceptions of constituents determine whether they function as charismatic leaders.
• Behaviors and attitudes of truly charismatic leaders go well beyond superficial aspects
of impression management.
• Truly charismatic leader will work hard to create positive visions.
• Influence of charismatic and transformation leaders extend beyond immediate work
group and beyond reporting relationships.
The Effects of Charisma
• The study of charisma grows in importance when its effects are recognized.
• Enhance productivity, lower accidents, and enhance job satisfaction.
• Much of the impact of charisma is based on the positive affect (emotion) the charismatic
leader triggers among the group members.
• If a leader frequently triggers positive emotion, that leader will be considered
charismatic.
• A charismatic leader in a senior-level position leaves a personal stamp on the
organization.
Three Types of Charismatic Leaders
• Socialized Charismatics
• Restrain the use of power in order to benefit others.
• Followers are autonomous, empowered, and responsible.
• Personalized Charismatics
• Use power to serve their own interests.
• Followers tend to be obedient, submissive, and dependent.
• Celebrity Charismatics
• Overlap with other socialized and personalized charismatics.
(1 of 3)
• Charismatic leaders can attract, motivate, or lead others.
• A transformational leader brings about positive, major changes in an organization.
• Charisma is a key component of transformational leadership; many of these
characteristics also apply to transformational leaders.
• Many charismatic leaders, however, are not transformational.
• Many characteristics of charismatic leaders apply to leaders in general.
(2 of 3)
• Visionary
• Masterful communication skills
• Ability to inspire trust
• Ability to make group members feel capable
• Tactful in social situations
• Energy and action orientation
• Emotional expressiveness and warmth
• Romanticize risk
• Use unconventional strategies
(3 of 3)
• Challenge, prod, and poke employees.
• Think fast (people who think fast tend to be perceived as charismatic).
• Dramatic and unique (stemming from a combination of factors such as being energetic,
self-promotion, romanticizing risk, and emotional expressiveness).
• Hubris is a tendency to hold overly confident view of one’s capabilities and abuse
power for own selfish goals.
• Can backfire because can result in bad decisions.
The Narcissism Component of Charismatic
Leadership
• Narcissism – a personality trait characterized by a sense of personal superiority, a desire
for power, and a sense of self-importance.
• Narcissists have little empathy for others because so self-focused.
• Part of being charismatic is having a self-promoting personality.
• Narcissistic CEOs tend to make riskier decisions, often to attain dramatic results that
enhance their image.
• Leaders who combine narcissism with a touch of humility tend to have positive effects
on their subordinates.
Vision Component of Charismatic Leadership
• Vision is the ability to imagine different and better future conditions and ways to
achieve them.
• Charismatic leaders inspire others with their visions, which are often lofty, long-term
goals.
• A mission is a purpose, whereas a vision is an image of future.
• Inspirational vision statement combines three elements:

• A reason for being beyond making money
• Timeless, unchanging core values
• Ambitious but achievable goals
Vision Statements
• Vision statements typically relate to the entire organization but can be for an
organizational unit.
• Vision statements from three well-known companies:
Tesla Inc: To create the most compelling car company of the 21st century by driving the
world’s transition to electric vehicles.
Marriott: To be the #1 hospitality company in the world.
Microsoft Corporation: To enable people throughout the world to realize their potential.
Several Possible Sources of Information for
Creating a Vision
• One’s intuition about developments in the field, and market served.
• The work of futurists as it relates to one’s type of work.
• Group discussion of what it take to delight the people one’s group serves.
• Research the type of vision statements formulated by others.
• Speak to group members and friends to learn of their hopes and dreams for the future.
• Have organizational unit vision fit vision for entire organization.
• Wide range of employees must be involved in implementing the vision.
Communication Style of Charismatic Leaders (1 of
2)
• Visions and goals presented in a colorful, imaginative, expressive manner.
• Communicate openly with group members and create a comfortable communication climate.
• Set agendas that fit interests of constituents, and solicit their viewpoints on critical issues.
• Encourage two-way communication with team members yet still project confidence.
• Leadership by inspiration:
• Articulate highly emotional message.
• Use metaphors and analogies.
• Gear language to different audiences.
Communication Style of Charismatic Leaders (2 of
2)
• Eye-Directed Gazing (results from experiment)
• Self-impression of charisma related to gaze directed at followers’ eyes.
• Longer and more frequent eye-directed gazing facilitated appearance of charisma.
• Leadership by Storytelling
• Make extensive use of memorable stories to get message across.
• Inspire and instruct by telling fascinating stories.
• Major contributor to building strong company culture.
• Extensive Use of Social Networking
• Face-to-face networks.
• Social networking sites.
Techniques for Developing Charisma
• Create visions for others.

• Be enthusiastic, optimistic, and energetic. (Get ample rest and physical exercise.)
• Be sensibly persistent. (But know when to cut losses.)
• Remember people’s names.
• Develop synchrony with others. (e.g., adjust posture to conform to other person.)
• Develop a personal brand, including making an impressive appearance.
• Be candid.
• Make adjustments to project e-charisma. (e.g., take up 1/3 of screen with face.)
• Good news: Experimental evidence indicates charisma can be taught.
• Transformational leadership focuses on the leader’s accomplishment.

• Still pays attention to the leader’s personal characteristics and relationship with group
members.
• Essence of transformational leadership is developing and transforming people.
• Transactional leader focuses on routine transactions and rewarding group members for
meeting standards.
• Transformational-versus-transactional distinction has been observed in a wide variety of
organizations and cultures.
Figure 3-1 How Transformations Take Place (Please
replace with new Figure 3-1 on page 3-32 of manuscript.)
Attributes of Transformational Leaders
• Are charismatic. (Key factors are agreeableness and extraversion.)

• Score high on emotional intelligence. (Read emotions well.)
• Have positive core self-evaluations. (Perceived as charismatic.)
• Create a vision. (Convey values that guide and motivate employees.)
• Encourage the personal development of others.
• Give supportive leadership.
• Practice empowerment.
• Innovative thinking. (Helping to achieve goals.)
Impact of Transformational Leadership on
Performance and Behavior
• Transformational leadership can arouse followers to a higher level of thinking.
• Transformational leaders appeal to the ideals and values of constituents, in turn enhancing
commitment to a vision.
• Followers are inspired to develop new ways of thinking about problems.
• Group members become more responsible because they are inspired.
• Group members engage in constructive behavior such as organizational citizenship behavior.
• Workers who report to transformational leaders have a more positive mood.
Overall Validity of Transformational Leadership
• Eighty-seven studies were reviewed to examine the impact of transformational

leadership on various measures of performance.
• Transformational leadership showed the highest overall relationships on six criteria:
• Follower job satisfaction.
• Follower leader satisfaction.
• Follower motivation.
• Leader job performance.
• Group or organization performance.
• Rated leader effectiveness.
LEADER IN ACTION
Mary Barra, CEO of GM

• Under Barra’s leadership, the company has focused on strengthening its core business of manufacturing
cars, trucks, and crossover vehicles.
• GM has strived to lead the transformation of personal mobility through advanced technologies such as
connectivity, autonomous driving, and vehicle sharing.
• Barra believes that her thrust for creative freedom and simplicity will strengthen GM in the long term.
• Company is successful because of people who innovate and create high-quality products.
• She is adamant about leading by persuasion rather than direct commands.
Concerns About Charismatic Leadership
Charismatic leadership has been challenged from two major standpoints:

• Validity of the Concept
• Some doubt charisma can truly be defined or measured.
• Leadership polarity indicates leaders are often either revered or vastly unpopular.
• May not even be necessary for leadership effectiveness.
• The Dark Side of Charismatic Leader
• Charismatic leadership can be exercised for evil purposes.
• Narcissistic CEOs might take high risks and overpay for acquisitions.
• Some charismatic leaders are unethical and lead their organizations and outsiders toward illegal and
immoral ends.
Summary (1 of 2)
• Charisma is a special quality of some leaders that differentiates them from others.
• Much of the impact of charisma is based on the positive effect the charismatic leader triggers
among group members.
• There are three types of charismatic leaders: socialized, personalized, and celebrity.
• Many charismatic leaders are narcissistic, or self-adoring in excess, and are self-promoting.
• The idea of vision is closely linked to charisma because charismatic leaders inspire others with
an uplifting, attractive vision.
• A vision is more future oriented than a mission.
Summary (2 of 2)
• Charismatic and transformational leaders communicate their visions, goals, and directives in a
colorful, imaginative, and expressive manner.
• One can increase one’s charisma by developing the traits, characteristics, and behaviors of
charismatic people.
• To bring about change, the transformational leader attempts to overhaul the organizational
culture or subculture.
• Transformational leaders are charismatic, extraverted, create a vision, encourage personal
development of the staff, and give supportive leadership.
• There may be a dark side to charismatic leadership.

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Leadership, 10e

Chapter 3: Charismatic and

• Describe many of the traits and behaviors of charismatic leaders.

The Meanings of Charisma The Communication Style of Charismatic

The Vison Component of Charismatic Leadership

Transformational Leadership Summary

• Can be defined in a variety of ways.

• Followers are autonomous, empowered, and responsible.

• Followers tend to be obedient, submissive, and dependent.

• Part of being charismatic is having a self-promoting personality.

• Inspirational vision statement combines three elements:

• Create visions for others.

• Transformational leadership focuses on the leader’s accomplishment.

• Are charismatic. (Key factors are agreeableness and extraversion.)

• Group members become more responsible because they are inspired.

• Group members engage in constructive behavior such as organizational citizenship behavior.

• Workers who report to transformational leaders have a more positive mood.

• Eighty-seven studies were reviewed to examine the impact of transformational

Mary Barra, CEO of GM

Charismatic leadership has been challenged from two major standpoints:

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