68 cHAprER3 / cHARtsMATtc

ANDTRANSFoRMATToNAL
LEADERsHtp
In luly 2004, Steve
Jobs said he expecteda full cer.rs extremely rare and easily
recoveryfrom cancer cured if di
hi,iil";,';l;ffi;il::3:TJ;:Tffl:':,JrTx: early,asJobssaysit wasin his
employees
case.f";r;;%
^ppl". Computer, Inc., and pixar andinvestorsthat he ."d;;;r'frrll
Animatioi st.raior, ery andplannedto return to work
would fare without Steve_who Uyth" ,r"*t.
some consider the Appleand pixar both havef.ra""f,l"
companies, soul_at the helm. ."Vtr4rat ,".
mJke, hi_ p^[ans,according to Appl"
very hard to replace is his ,p;i..;;;;;
charism",;rjJ*irra"rrry
analyst Rob Enderle. Co19n.. nut analystsare uncertain
who wor
Jobs sent an email
..r{e,s iconic.H;;, ;;,
;::,1-l:"r.Alqr..
toAppre *dot"*;o?.J::f *:Li: Jtrii# ffj L.-1,:_*,Apple
hind
name and the driving-fo'rc
had successfi,rl
surgery to trear a form Jf Apple's reemerqence,,,said
pn ,...ati. .,If anythin! *JVr-, lAiO
cancer) an islet cell neuroendocrine nappens
to him, it,l b.l
a_oa.'Th. ."rr_ $1tierre1
blow to the company.;l

he concerns about steve.lobs

discontinuing his leadership
roles at Apple
' madc
l'il:'",":tr'r'.i::fl
atthehead oran:'::1,"-:':i;*:lio""onattachtohavinsac
org"ni';;;-. iilffir'iiifiil:flllf ;#
ir 'r".'"i''r"o'v,
;J;JJlfffi'J',f;il,,iiil"'i"" d",L.;;;;'Li-po..".'.
In this chapterr" rl13r. the meaningand effectsof charismatic
leadership,
opscharisma.
::ffi :".;:'#';i:lf ::::i.1F;F;;f, r.ud..,rormvisions,andhow
wealso describe:h"ii;r;ry;.il;"#;:ffiffi:
mationalleadership.Finaty, we
look *,ri
ffij::J.?l
i*r. sideof charismati-c
readership.
The Meanings of Charisma

charisma, like leadership itself,

has been defined in various
ways. Nevertheless, there i
:J"Jf*":.",:,j::":.I-:T.lg.,
in understandine t",", d.fi;;,
andpracticing
to makecharisma a usetur ..,,..,]
concep
t ^a"rrni[." iir;;;;; "tttt meanin
;"T"t].nu word
"divinervinspireJgift." in the,.iau
erswhosepurposes,powers,andexrraordi"*#;;'fi
whos" orr-or.i-^.r.*rc char5ml is a specialquality ofleai
"ir.,l"l,n;':::fk:,:"::::,\,
".s ,nrr ^-*-^^-.r,----htg'
others'2 In generar use, the JItR::"lr:lyf.Sf:*
term ,torrr*rtirmeans to have a charming and colorfirr
such as that shown by b"rk.;;url
sensation yao Ming or soccer
lr"ff;*" star Mia

coflege.hmco.c
omlpicl r@o rNowr,nocs BANrc contains a sampring
dubrin5e of additional definitions of
charisma.

Thevariousdefinitionsofcharismahaveaunifyingtheme."n"n;;G
i::::t:: want,o beredby,ha
ilLT-ff:'T^:::"il
person'The phrasemany5,^,y;:::
others :r' 1,herg
is chosencarefulry.
F.* i"";;;rH:::"iJ"iT:
charismaticby att of
their constituentr.i;;r. in point
cofounder of Microsoft c"'p"r"rionl;;;;""- is BiIl Gates,the chairmanand
of charisma'Despite surfaces frequently in discussions
wid; upp.J, -"rv p.opr. .";rid.;;r;to
';i"ffi ri: be brash,out-
li"lX.?.lli.f l|l7;;l#3;;t ;i'a"-ori'G;-.'.;;etition-ha
 OFCHARISMA 69
THEMEANINGS

characterrsucs
g';t'p -*uers aboutthe
Giventhatcharismaisbasedonperceptions'animportantelementofcharismatic
involves'n ..)o't'il'*1^^a!vv
leadership
dthe"'" 1;; ;h;;';l'' "::l:.ll'.0'l;;':'nlU;'T'*:fi1'#;:lo5TI-
rian
orleade
.:TJTi,:::ffi:
*ri",,"::trt'J|JH:;":iill'fiTi'.':4.i'i;r;;';r*l:ff
behavioral outcomes'
such as commltmel
becausethey lead to otnt'
,u.rifitt,omd"hl*ffffffit belongs
a person to
hn.tr-ut?llo thatthenetwork itudy werepolice
in'the
tnt ntt'iu,,Jo"';; "t 'nt -u*t''t'nJl;d"
influences org"nization t*T;tt
workerswho ratedt* il;;;"' of a police of their
"io
proiessors ffi? i::T;
tated the charisma
*no per-
ductory business t"tt" the study participants
members influenced to some .ti"na*ntttter of charisma
that network that perceptions
tr Ui .fr"iirrtatic and per-
ceived their leader "r";'r"*; s4rat about you! Are your
*lttti" of your net-
closest "ffit opinions
were the
p'ort"""'i"n""nced by the
"t*o'tt'''
"-tJ;;;i;;;'
ceptionsof the charii*
work membersf

b:*:^':.Tti:,1:1';;;;
:ff'T;:'ili*'
l*r*;::irt'i{1': the leader'
tionsr'ip or interactioi must attr Uarismatic qualities to
the leadership t relationshipsin
the peopteaccepting "tt'"t to leader-consfltuen
tttn'i'rn"
John Gardn., U"ti"""' 1P9ti1s
an exsePuu'ar ;*,g::'::*l##1T"r"i*:::il::i::-
b'L '"^ --r"ra
whichthereadern*"lH'.Jffi
which the leader has is characterized by
awe, reverence'

:n#"5*'.:tx"lH::t'*"t'tm};il*Jto'''ro""d"orwur-Mu"
qnt ti'Jr"l;;hip **' -""v"i;i;;-pl"v;es'
walton'smostavid
trust their
stores,hadthis they could
inipired .*.liraiu. to *hot"
supportersbelievedn. *"r^""
a certain
careers' to deliberately cultivate
"'^ i-nression management steps
'n'vtake aravor-
tocreate
l":.lmm*.t"#ffi:ln::til;i:l?;'J"** deter-
.n."p.rf.p.i""t of ct'nstituentsmanv
irnp#io"-,'l...g"iri"g
able,successzur Folio*i"'_T' *o of the
minewhetherthev d#;;;";'li;;-t-#*:-il"''
i"tt'p"o'il"li"nt*a r'v^Tllt:- L' Gardnerand
and
1o' to"ti"'ions
propositions
BruceJ.Avolio.o."plni,,howcharismaticleadersuseimpressionmanagement:s
pursue an inter-
than leaders' value and
leaders, more
l Charismatic 1o't:h11:-utic
rerated,.torimuge"i";""*"r1::t:*tl$:lf '$-i5,
ryt:".:'J.'X"JJl*fi
m"*T"[11i,ilil:"1]i;"i,i'"0"'Tih]T"%;;'ti'g".'dmaintaininsthese
usetheassertive impres-
, Um,';*i;i:*: ]|f:t:ilfi'"o":,1::i'-"'ic readers'
promotion to secureand main-
;;;r"prin.".i"" ""a
sion manage-""."?".""jr;f and their organization'
;;;;''itti"'i'iot"
tain desiredt-"r":"#tf;;;
truly
got do. behaviorsand attitudes of
ImpressionmanagementSeemstoimplythattlreseleadersareskillfulactorsinpre-
.harismuti.-i"." i" af". *o.'d. management'
senting of impression
" beyond ,*p.riJi
charismaticleadersgo well "rpecrs
70 CHAPTER
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

sucriaswearing*rnt"l1ll._:llthinS
or speakingwell. For example,a
tn5l;1*":,fi*::ij:,,1 .::i,Jpo:i-i; truly
v,srons
ior sroupmembers.
charismaticleadershipr'p"Jrri""'r,a.i;;il::;;;rtTJ'ril':?,:T
l"
j.*:,,_*l::*:**. ;;;;;'qi,.,tio,,i,,g acceptance
theteader.
*f ;*: Thegrouo -"r, *'rrrg;";#i [::iiffilTffi andi
members or
'-;;;;;; charismatic
readerandinr
goals.
lTJj'."111il,i",11t^::^0".1
Finallv,
rheconstiruents
musr rr"". "r,he
"*""#r#iffi:n?T,tTrH
.::,1n.*;*1;:.t:;:i;:t:4;'i:i:9.?j.;:!j.!::t:*ftfi,*;Jli:li;liir
i;,;:L;;:i l!:li!:!!i,i!.#i!.fl .f.#?a:
m.o1, or arism
atic teadership
in terms
*".tff J oritserrects. :r;;l.1
"I:."::j"..:o A- charismaal rh
r."#, thatdefines
1..fiil",T1T.]il:TliffJ5
to * ,r,rrr*"'y high degree.Charismatic
has taken
l;'L-;:1"::i^.:,.1i"*.omes
place when exrraordinary
r.u.r,oiiHr:d:ffi:r:i;H:fi[ tea&
members-specifically, fi$
,nil:::|:HJ:ll when ther""a.,r,l, p,od.,."d
ti
1' Group members' trust in
the correctnessof the reader,s
2. Similariry of qrouo members, beliefs
beliefs to those of the leader
,...p,unceof theleader
l. lSCu5sUonirig
+. /.lltectron for the leader
5. Willing obedience to the
leader
6. Identification with and emulation
of the leader
7. Emotional involven
8. Heightened.goals or constituents
in the mission
9' Feeling on the p".t"l.rlrl?ti;T.Hrnembers
of
g.Jrrp ;";;;r ;lat they wi' be able to accomptish,
contribute to, rhe accompliihm.rrt
of th" mlrrio'
In practice, few charismatic
leaders would have a'nine of
yet manyof them these effects on peoplcn
takeprace. profe,ssio,'ut"
ioafi'd,
to have unquestioningit_n, acceptance lew arelikerv
of the ^v$vvr
leader because
vvlduDL r'.,st """-pt",
most professionals
expect leadershipto be someih"t I todav-
,h"rJ
lane A' Halpert factor-analyzea
outcomes into three groups fr,da.u'y clustered) these nine hypothesized
or dimensions, as outlined in
effectsreferto the power.*..r.J Figure 3-t.s The first six
uy'rrr."lira".. in;.;;;il1i,_ituriry
affectionfor the leader'identification of berieft,
*irrrrna emurationoirr,lr""a.r)
referent power, the ability arerelatedto
a -n"."." oir.r, becauseof orr",r-d"rirable
characteristics'Threeother .rr..ir traits and
tgr."p -"-b., *.r*, ,rrrqrr.rtio.rirrgacceptance,
and willing obedience).are.related.;
.*n.1, pow_er,the ability to influence
O".j:r". of one,sspecializedk""_l.l;;'r?Xs, others
or abilities.
The last three effects.areperceptio-ns
related to the task or mission.
that theseeffects(emotionai i:r"'lr;;;"r, Halpert notes
i.iglrr"rr.a g""rr,
contribute) areconcerned with job "".t;erceived ability to
r.*roir)*r*rtcharismatic leaders
members to beinvolved in theirj"br. t;;-i"volvement,,
satisfaction,and one .Tpin:"'
"-dfffi":.Jff3iili
i"r provided .rrid"rr..'of the relationship
betweencharismaticleadeiship ""an
r"lira.tiorr. using a sampleof
ment employees,the researchers "rJj;; stategovern_
r""na tnut -anagers who rated
ashigh on charismatended r" their own managers
h; ilil;lJratirfa.tion with supervision.The study
 LEADERS
TYPESOFCHARISMATIC 71

of Charisma
3-1 Halpert'sDimensions
FIGURE

also found that working for a charismatic leader enhanced commitment to the
orgamzauon.'
In summary, the nine charismatic effects in llouse's theory can be reduced to
three dimensions: referent power) expert power) and job involvement. Such infor-
mation is useful for the aspiring charismatic leader. To be charismatic, one must
exercise referent power and expert power and must get people involved in their
I rTllssron jobs.

np'lish, c
Typesof CharismaticLeaders
on people, The everyday use of the term cbnr,isru,tLsuggeststhat it is a straightforward and read-
, are likels ily understood trait. As already explained, however, charisma has different meanings
na-lstodav and dimensions. As a result, charismatic leaders can be categorized into five types:
socialized charismatics, personalized charismatics, office-holder charismatics, personal
rcthesized charismatics, and divine charismatics.rO
!e hrst six Following the distinction made for the power motive, some charismatic Ieadersuse
of beliefs, their power for the good of others. A socialized charismatic is a leader who restrains
related to the use of power in order to benefit others. This type of leader also attempts to bring
'traits and group members' values in line with his or her own values. The socialized charismatic
ECePtance, formulates and pursues goals that fulfill the needs of group members and provide
nce others intellectual stimulation to them. Followers of socialized charismatics are autonomous)
empowered, and responsible.
Pert notes A second type of charismatic leader is the personalized charismatic. Such indi-
I ability to viduals serve primarily their own interests and so exercise few restraints on their use
lge group of power. Personalized charismatics impose self-serving goals on constituents, and
rnt of job they offer consideration and support to group members only when it facilitates their
fanonship own goals. Followers of personalized charismatics are q4)ically obedient, submissive,
F govern- and dependent.
lmanagers Another type of charismatic leader is the ffice-hold,er chor'isrnntic.For this type ofl
fhe study leader, charismatic leadership is more a property of the office occupied than of his or
 72 CHAPTER
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

her personal characteristicg.

The chief executive officer
of the procter & G

Hffi ',l"mi:ru;a;;;;.;1il"''J.?'J::ffi
*"#.t;:l;,llfJ,lTj*;y:*,"$:::,l"il.io"rusterbutwourdro,"-o.n
;;:,H'*'ffi
;
f;ff
g1lIffffi ::,:ff "J:ffi ;fffiff :.;,?eryo
na/ (not
have
pe,'s
onatizert)ct
exerts
influence
exerts
influence whether
whethe, he Jr she
he ^_ -L ^ ^ ^ _
in them.
T, A personal c
or shehastherirht traits,..g."*.Jrrirluio
";;il;;;:;;1rtl:ilrlrt::,"#i',,:H
o"n*,"r:.-F;;"ii".r"r"ru o1
retiring
.::i1Xi-"Tfflk*"t:"*::*:liJllmanyasapersonarcharismatic.
fromhisposition
as,h;r?p_;;"ri;st.J:ffi;
with offers to serve on corporate
boards
:ff:::it*li''ffo#
eventually aDoointed ac .F-FA+^--.^1--- . and ,to make speaking appearances.I{e
iT{;}ff:::fi :,:;
:';i*";;,#i'J;:T?TfJ11'#1ffi
An historicairv imoortani
"J'".:till,#ff ,f
,*1:ljr.;l#:T5l":*f
rype of charismadc leader is the divin,
,h^,r-

Xft::::r::i::f#:' agiftor
ik;"#."l:grcar_concept:adivinecharismatic
divr".
s;; i; Jn; ffi i#';:l::ll:'iT:#
andpersonally
to teadp
to lead eople
throu
people eh"'..i,i..vvr,
thr.,,,ol,",l'.l11it1tjf^l
J il#
magnetic
j#iLil11",:* s""i". *rr" *orrla rrl
ffi; %:"d:i:lffi
eraryears rater,
::"i;:::lili$ many--pu'y.fi G?lidi::ffitft:
ti*::':':^'"::*:y;d;vf-f,
whenhespearheaded theipodscr
as if he were a divine charit-"tii.
,J.rurota.. -""tirrgr,
ffi.L:::.'J:jtr
screeched and cheeredasif some stockhorde
/obs;;;;;us rock star.

I Characfen'sficsof Charismatic Leaders

rhe outstandingcharacteristic
of charismaticleadersis that
alsohaveother distinguishing they arecharismaticrrhry
.t ur".r"ri*i.J n"."or" .iu.ir-ltl"
r..u componentof

i:lIl:ffff :X[ixl#*"T:1t1*::1*::*,$il;,',,o,ransrorma-
changesinanorganir"rro,r.M;yd;;tr_#.i[J.::rr"_.ilrr::,"?:11"::#3::
tional' Althoughaey inspire.pe"ir",
,rr./-ly not bring about
changes'As we look at the major organizational
charac,.rir,l.J oilrr"rrr-"ai.
many of thesecharacrerirti., leaders,rryou wrll note that
upptyio;;;;" general.
,h"'ll:;illl#1.;:llff
fii?*Z*Jjil::.,T,.?ffi
Tffi:T#i?:"lTff
describesan ideal version
unit' The next section provides
"r,rr.
::
r"r"rJ;i;l;or. org"rrir".io;o.l' o.gurrizationar
including guidelineson how "aaiaonJ-iiror-"rii" in leadership,
to clevelop rri"i chapter "-i"i'riirr""
ship aspectsof businessstrategy) " 13, in discussingthe leader-
alsocontainsinror-uaor, il;fu"ffiating
visions.
rh.".t}1,#1,i..f
ij;:,;}*f;:;i;:;,ra",)l**,*;,,t;onshtus,rJ.
(More*""t,';'*ff:HHl*"#:fl ,Hi:.,,:*;",T:.i'*:*'tfi#;,
chapter')Another key characteristic
is ,n" ,iihry to ircspi,etrast.
so strongly in the inteerity. constituentsbelieve
of charismaii."i."J*r. rrrat
pursuethe chief's visioi' they wil risk rheir careers
cttutir-"ti.l.u;.;;" to
arsoabreto rnahegrowltrnembers
feer
 LEADERS
OFCHARISMATIC
CHARACTERISTICS 73

to achieve successon
copable. sometimes they do this by enabling group members
and give them more
."Ltiv.ly easy projects. They then praise the group members
demanding assignments.
Like entre-
In addition, charismatic leaders have an energyand. action or'i.erutntion.
leaders are energetic and serve as role models for getting
preneurs)
^anng, most charismatic
express;peness fr.nd.wa'rvnth are also notable' A key
done on nme. Erwotional
is the ability to express feelings openly. A bank
char-acteristicof charismatic leaders
the charisma people attribute to her can be
vice president claims that much of
,.I'm up front about expressing positive feelings. I praise peo-
explained very simply:
feelings' but to
pt., t hog th.m, arri I cheer fun.."rru.y. I also express my negative
such as warm gestures and fre-
a lesser extent." Nonverbal emotional expressiveness,
is also characteristic of charismatic
quent (nonsexual) touching of group members,
leaders.
being and becom-
Because emotional expressivenessis such an important part of
Self-Assessment.Quiz 3-l on page
ing charismatic, you are iirrited to take Leadership
you think about a practical way of developing charismatic appeal.
Zt.n*rtthelp
rish. They enjoy risk^so
Another trait of charismatic leaders is that they r"owwcticize
now a venture capitalist for
much that they feel empty in its absence. lim Barksdale,
says that the fear of failure is
online starflrp .ompanies and former cEo of Netscape,
charismatic people yearn to
what increasi, yor' heart rate. As great opportunists,
adds to a person's
accomplish activities others have never done before. Risk taking
treasuring risk' charis-
charisma because others admire such courage. In addition to
stra,teg,iesto achieve success.The charismatic leader
matic leaders vse uncu,tc-tjentionnl
important goals. Anita
inspires others by formulating .rruro"l sffategies to achieve
stores called The Body
Roddick, the founder of the worldwide chain of cosmetic
around the world into
Shop, accomplishes her goals unconventionally: she travels
in the manufacturing
,r"tirr. ,rillag.r, ,.ur.hirtg out natural beauty products that
process do not harm the environment or animals'
They frequently toot
charismatic leaders often have a self-promoti,ngpersonality.
are. Richard Branson,
their own horn and allow others to know how important they
to build his
the colorful chairman of the virgin Group, has relied on self-promotion
trademark' Among his
empire, a collection of about 20-0 companies with the virgin
down the side of a
hnve been flying arciund the woid in a balloon and sliding
"ntics much of his busi-
silver ball attached to"a New York city building. He also conducts
ness electronically from his private island in the Virgin Islands'
is that they chal-
Another characteristic observed in many charismatic leaders
your courage and your self-confidence by asking
lenge, prod, and poke. They test
..Dt your employees really need youl" Donald Trump regularly asks
q.rJrrion, like
F
Fr-
hi, boild.r, why they cannot consffuct a part of a building to look better, yet at

Iower cost.
L
Afinalstrategyforbecomingmorecharismaticisreallyanamalgamoftheideas
)le. positive ways is a major
already introduc-ei: being d.raintic awcl,wniqweinsignificant,
les. from a combination of factors, such as
contributor to charismalThis quality stems
hs risk' and being emotionally
being energetic, promoting yoot'"if, romanticizing
he of Avon Products, Inc., is dramatic and
.xp.Lrirre. lrrar"" Jung, th! irief executive
Ito for all the Avon ladies'
unique in the sensethat she expresseslove
lcr
I
74 CHAPTER
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

THE EM0Tf 0NAL '-;;;;;;;;';;;;;i':?::"::'::;"r"""'"':';'::1i'::!":;:'.:':;:::'::'i:'i':'i';''i':':"::"".

how
werr srareme,,rs
desci.
i)fll::ilroil: H'.''e "'" "tl'l: Tli:*"*
ln?;il;,:
(N).accurarety
1A1, (I),'cu:
".'.tr"::.I;,J,;i;l',:'.'.'t'rv'vit'
WI N A \-{
t I s,metimes
sr'lout
'T;fJli::i:#;Jje r23 45
'
T:"tgi#";ft :J":l'
*"";:'3
"':1;:';T:
3 . D L r r i n ga . g r o u pm e e t i n g ,
I h a v eo c c a s i o n a l l v
e x p r e s s eddi s a p p r o v abl y s h o u t i n e
an
as "absolufclyuo"r" or
:;t#;';1.'rch

-
f;"J:fffi:;:'[T,::H?
iJHTJi;
',*'J:i:
ffi,:il,:,'
[::{;5,1,:H'ljH:i'"*
6 . M a n l d m e s a t s o c i a lg l t h e r i n g s
or business
ked
:i-:ffi ,T ne.
l"'Jlli:',fi
t protusely
r,rhenrhe1.
do
l|ji*:pre
8. It is not unusual c

::*; ;jlillT fi';r:*L::'; t

4

' "F
t":,;m:xiltfi::
l'.x'.:-,
; ; ;t,
I0, \\4ten I was vounger,
I got inro nrore thrn
*"
of physicar
fislirsor shoutjng"
H:iH:
t' Loe\press
anscrroward
j
:;fj.,l:l'"*
I 2 . I h a v ec r i e < aJ m o n g f r i e n d s
more t h a l ro r r c e .
 THEVISION
COMPONENT
OFCHARISMATIC
LEADERSHIP 75

tt
l#"JffT]e
have
totdmethat r am T ; : : "l
methat
r amcord n, 'o
,. $flI:""'tord
" H:'#;:tTiil:[ffi:;:::Hi*'*'1 2 . ,
16. It is difficulr for t: t".:-o*" t;t n, 3 2 I
anotherpirror,.
tt I winsomeri-"'n":'
" "
:,, ,, nn
',',3
,tJil:lll#tri:
, ,

ffi*ffiffi**
:f 4s
"liff#",i"llii;Tl?i?1il#f'[ome.s 4 j 2 r
scoRING AND 'INTERIRETATTON.l{dd rh.enumbersyou circled,,na ur. ,t. rouo*,n[
a guide to yoLrr level oFemotionaliry wirh respect ro being
charismatic and dynamic.

::#, :::l;T".;:3, * wi,h v.ur charismaManv

:t ;i,i{ t 5:1 ,j"'ff 5 :::T:i'
70-89: you, t.u.t of emotionality is abour right for a charismaticjndjvidual. you

.[$x.*-i.i::
are

;;,ffi;.:'
H,?tnT-t
J:.'._
_.:
;::::::
morecharismatic
andclynamic,
yo, -ur, *irn frrra
",
.***'"* n"",

thatemodonal
expressiveness
is a traitandbehavior
out of yourreachor
III:, ?.t,*r.
inclination, direct your
efforts toward developing other traits and behaviors ,rro.i"rJ
'. -'
witl-r charisma.For example, you could work on Jeueloping.r'""
-J,"kt"g ;il

A major bazzword in leadership and management is vision, the

ability to imagine dif-
ferent and better conditions and ways to *hi.u. them. A vision
is a lofty, loig-te.m
goal' An effective leader is supposed to have a vision, whereas
an ineffective leader
either lacks a vision or has an unclear one. Creating a vision is
one of the major tasks
76 CHAPTER
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

;[?lfrT"lTffil*'J,*,-;?J:T,*lt"Xl " vision

statement
isrikery
tobe
1. A reason for being.
beyond making moncy
2. Timeless, unchangrng
core values
3. Ambitiousbut
".hievabt.noJJ""
..#fflffiTJjff:*"* beestablished
thatsetthe varuesintoacrion.Awen-
'p:ld rs p...",
xT,:Y;'ii:' ::r':F il;il;;E#
,h.y;;i il;;ilffi:::::::::::'_io
"x an. import
:ffffi
:Tffi1lff
,H::[ onwj
"i",i'"rlhme
Imprementins ,-* (oI
,r-,.uir;llt',1t-"0
reader,s
role ensuring
t",1. H'."f,.r)Tli}.,"l}-;
. This,, --vrrlv iffi":i
and the manaser
the manager ir
'
,-tffi::::tl: L: :o-ion that
uru uprllloll
il fi";'.;.ut",
that the leader creates
th" ,,i*J
the visi
1nd
o-'-i"ffiff';"r'iJ:"T}il#"1i,?:i schrempp,,h" ;;", chairman
vision' "The"chiefshould
not be the orr" -n.t1ll-tl"tt lk".lelp executehis or I
and strategy.You should Justsort of guidesthe board on rriJ
*i,ffi "rr"
r*r* r,irr;; ;;."
.,,,r,"a.,"i
l,;.*T";fi
if#,;:":::*:.:;il,iilT["tHJi:f
Visions have becom. .; ;;;^;r.vJi:
wallet-size companies
roor( nve years fiom
now.,,r3
havethemreproduced
__

oil;.".d,:t.$i,""U]T#::HT' m
vision
fitsonaT-shirt.
H.." areseveral than
r"-offTf,l;f,lffiHld ""
"n".#
Auon pyod.wcfi, fnc.: The
-"v" L"' ultimate
urlunareretauonship
relatit
fo, *oman.' marketerof products and
services
'';::#"::?'p01't,ti0n:
To enablepeopre throughout
the word to rearize their
n-#:r?r!:!':::"The
sffategicvision for vietnam
''1'lf;:':#::'#f':: Airlines in the next r0
to 2o
andto u""-" efncientr'v'
ety for air ftansportation. "' :;;;:'oo.,*"
- tne lncreasing requirements of the soci-
ToonnoyHitf'ger corporatiotr.:Be ":
whatever our customers
want us to be.
.Although many vision statemen* appear as
if they courd be formulatecr
in fifteen

x#ihl+llT:::i:."T,',',*,::,,.:"{tr,tfu
#*fi:HTfr
1,r,;;;6;
rollowng sourcesasnecessary:
w Your own intuition
'ruL'lnrormatron fiom
asmany of the
about crevelopmentsin your field, the marketyou
graphictrendsin your serve,demo_
region, *i-,tr" p*r"rences
. of your constituents.
;i":"T::t'r::ffi:'::$:nlarists in;;"* predictions
aboutthetuture)asit
# A group discussion
. of what it takes to de
books,
*i'ffJl!,:
#:x;n':[,""r.**t ;H:"::Tli",* ;r.
. ',*,;;.,".,*ou,o,e
$*??il1;H'tr'i#l$"iffi
w For a vision for
an r
arn
some ideas a. -",.'jg"nizational unit, the organization's
:nmg your unit,s vision vision. you might get
_ith th"t
"i;"-"r;ization.
 THECOMMUNICATION LEADERS
STYLEOFCHARISMATIC 77

LeadershipSkill-Building Exercise 3-l gives you an opportunity to practice vision

fbrmulation. I(eep in mind that a critic of rtision statements once said that it is often
difficult to tell the difference between a vision and a hallucination.
' j-c-.
. ;i

F O R M U L A TAI N
VGISION :::1

Along with your teammates, assume the role of the top management group of
a n o r g a n i z a t i o no r o r g a n i z a t i o n aul n i t t h a t i s i n n e e d o f r c v i t a l i z a t i o nY. o u r
revitalization tactic is to create a vision for the organization. Express the vision
i n n o t m o r e t h a n n v e n t y - f i v cw o r d s ,u s i n gt h c g u i d e l i n e sf i c r d e v e l o p i n g
a vision
describedin the text. Come ro alr agreernentquickly on the orgarrizationor
large organizational unit thar needs a vision. Or choose one of the following:
r T h e m a n r r f a c t r r r eorf a n e l e c t r i c - p o w e r eadt r t o m o b i l e
r A d i s t r i b u t o ro f p a i d - f o ro n U n em u s i c
I A rvasredisposalcompany
r The human resources department of a large company
r A manufacturer of watches retailing for a minimum of $25,000

-":
CommunicationStvle of CharismaticLeaders

Charismatic and transformational leaderscommunicate their visions, goals, and direc-

tives in a colorful, imaginative, and expressivemanner. In addition, they communi-
cate openll, with group members and create a comfortable communication ciimate.
To set agendas that represent the interests of their constituents, charismatic leaders
regularly solicit constituents' viewpoints on critical issues.They encourage two-way
communication rvith team members while still promoting a senseof confidcnce.la
llere we describetwo related aspectsof the communication style of charismaticlead-
ers: management by inspiration and management by anecdote.

Management by lnspiration
According to lay A. Conger, the era of managing by dictate is being replaced by an
era of managing b), inspiration. An important way to inspire others is to articulate a
high\' emotional message.Roger Enrico, the long-time dynamic CEO of PepsiCo,
Inc., directed a leadershipdevelopment program for selectedcomparry managers.At
the outset of the program, he knocked participants off balance by telling them
"nobody in this room can look at the company's problems and blame the turkeys at
the top. You're now one of them."Is Conger has observed two major rhetorical
techniques of inspirational leaders:the use of metaphors and analogies,and the abil-
i r y t o g e a rl a n g u a g et o d i t f c r e n ta u d i e n c e s . l 6

Using Metaphors and Analogies Arvell-chosen analogy or metaphor appealsto

the intellect, to the imagination) and to values.The charismaticMary IGy Asfi 1ttolv
78 CHAPTER
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

deceased)' founder of the

cosmetics company Mary
m^etaphorsduring her,career. IGy Inc., made fiequem
To i.rrpir.T"r associatesto

1 9"'qi.;' ;;,l;;il; *',?x

higher perfbrman
;T:l#'f;;f:;'.:;:::::i:tig
Butthebumbtebee doesn,t i,l,,u..,o
knowthatil;;..t;$f_"?,1t;::rffey.fiX
inthe,.terms: *women comerousnor
ffi':i:;:if;illli:?.3,:.,grro.
il:"'ff
lu'ff !l;:T"Jlffi";
fl;#1'ru*ii'il;;"""";J'"f;
jea.ri.ng Language to Different
Audience.s Metaphorsand
analogi
lil:l; T?,:il.:r?f l:., :. 11.:::1,: ars
o choose
therever
ofIanguagethatn
*nng6:J:':"i'qf
sroup
group of
*ilf:rr;"."ffi,;::*i;:.e;li"
orWall
watlStreer
streer financial
finen.i.t ^^i,-_^'-,
first-level"Jil; ;ili. keep
?:::"#'H.-:li:"#ffi
:i,T#iffff:inspire
salary rncreases. '" ..""r
"-pi"v."r-,o working harddesprte
wur^Irti rlaro despite
lirini
An execudve,sabilir
yrhtr.',"r;il'""1**:iL,1,.:"*H,',:y,i.jr;f:ff iffii"tj
.ffi
ffi:;:T:,:"",:J-T,.:::::y:l::il.":J*"1ranguageoranoperativeemo
[Ty#:::il'."::i.l]:",",,,1,:6;;;.;;:Tl,#'Jlil:#il,T
il"liJf i#Jl;:;tff:"';XHl;:,';;TJf *""'"iJ:ffi1J#:f H
ilX
ManAgen en"t.by firyg:eAaq
',"rtrttr##!;ewtl${wiw{#,"$#g#g:ilf,ii;:iiii!:ilititi:;!it;;i{:F;i:;
"
aspectof the.communication styr. or
#:*:.ltt9:::t
leaders is that they mi<e of chansmatic
charismaticanrtffansformr
and r

bvterlingrascinating
,,",r.,.-ir,"
j.ilfliffi;
.xtenrirre ,.rr. of -.ot'sryre

#run*t*i*:ii::x["'ffiil:'#il:,1#"#fril:
..r,rrTJ;:T:if:"TJ,il',:i:yrrJ;TrT.,TH
company culture. \44ren-D1l'rd Armstr:"lg *",
he used the folrowing anecdote an executive at Armstrong
Internationa(
to reinforle t,,e importance
of ristening ro customers:
Bill, our salesmanaqer.wanted
-hr to add an obsolete feature to
finder' we thought our company,snew fuh
*u, crazy.Bi.rlknew that we
advancedprodu*s in order preferrecr only to offer high-end
to hold .;;;.;;.rket share. ,.flasher
he wanted to add to our-fish The mode,,
finders *", since it onry told the fishers
:iltil,T::,lTTfi;:r. o".,'.*'.o-i"1.",.o
""J",.a,
moders
-."rJ"r" indicate
!\rho on earth would want
the ord-fashionedfish finderf
turned out. Many of them our customers,as it
were ord-tim. nin..-.r, and
didn,t feel comfbrtabre
;:1*: t}*?';i,Hl:]' *''n.;d;,hem rhev
;,;J;. kind
or
Nobody agreedwith Bill at
firsr, but eventuallyhe got his
"flasher" back on the fish nna... way. We put the
crrrto--.rl n.. ,titt car.ringus
they like this feature' we've to teil us how much
sord . i*;;r;"-tr, b..".rrJ*. rrrr.".a to the
marker.i8
After Armstrons te's this
story,.he explains the lessons
is, "Listen, listen, f,sten 'rustrated by the story. one
to your salerp.opl. and your
."rr.-.rr. c", direct feedback
 THEDEVELOPMENT
OFCHARISMA 79

and don't second-guessthem." Another is, "Ask yourself if this feature is necessary.
Technology is not an end in itself." The third lesson is that classicproducts can out-
sell new products. Experts told the Coca-Cola Company to change its formula, but
Coca-Cola drinkers did not agree.le
Storltelling as a leadership tool has been elevated to such a level that some com-
panies hire corporate storytelling consultants to help their executives develop the art.
Storltelling is also useful for consultants who have to develop good connections with
their clients.20Being charismatic helps the consultant attract and retain clients.
To get started developing the skill of management by anecdote (or storytelling),
do Leadership Skill-Building Exercise 3-2.

CHARISMAT]C
LEADERSHI.P
BYNTTCOOiE
INSTRUCTIONS Gather in a small problem-golving group to develop an
inspiring anecdote about something that acrually happened. or might have
happened,at a presentor former employer.Here aie some'guidelines:

l. Make up a list of core valuesthe firm frolds a""r, r,r.h as qualiry service,or
Ifl{lt3VAnOn:

2. Think of an incident in which an employee strikingly lived.up to (or

r''rstormation{ violated) one of these values.Write it up as a story with a moral.
I:';::aqes acf6. 3. Sh.areyour stories.with other members bf the class,and discusswhether
g :erm members this exercisecould make a contriburion to leadershipdevelopment.'
lrl.ing a strong
n: Ii-rternational From"Management
SOURCE: by Anecdote" SUCCFSS,.December
fSSZ,p. 35. Copyright
@ 19S2
SUCCESS
Publishing by permission.
lnc,Feprinted
;:,-, aLLStOmerS:

nt::l\- s net'fish
o:ir high-end,
S:1.::lode"
L.-. ::hers
&-':r.Lcate
1 TheDevelopmentof Charisma
T

A person can increase his or her charisma by developing some of the traits, charac-
O::--::.. aSit
teristics, and behaviors of charismatic people. Several of the charismatic characteris-
or:-: .rt.rble
tics described earlier in the chapter are capable of development. For example, most
k---: of
people can enhance their communication skills, become more emotionally expressive,
take more risks, and become more self-promoting. In this section we examine several
r -. :he
behaviors of charismatic people that can be developed through practice and self-dis-
Ls r ,.r'much
cipline. We also look at evidence that charisma can be taught. The Leadership Self-
I : --'iemarket.Is
Assessment Qrttz 3.2 gives you an opportunity to think through how much
r' :re story. One development you might need in terms of personnl m.agnetisn4,a qrpe of sparkle that
: d-:ect feedback attracts other people to you and that adds to your charisma.
80 CHAPTER
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

*ry' *w *o* *o'

:* *u* ** * or"** oo ruuror:ruun*
roorr*rr"rnor
ru*.
THEPERSONAL
MAGNETISM
"rr"*
DEFICIT
INVENTOBY
H:JYfff X*::T'IX H':1"1. bebrocking
;ffi;-:'?:1,,*ilil'H.1,":i:::,,$;":::';#,,i,11
working. To tesr
sraremenrs
sraremenrs
how
^T.?l_.,1i,-,courd
*'I
yo.uhave,responcl.to
airqduy tecnrucally
competent
inrerms
in rerms
ofyes, x", rh"
"ix", nrii.rilililfil
"r#""."1^*lg,l:rirT

t Yes No
j:.*:::: uroig time sinceyou received
assign
menrs new IT
and/ or pr"_ oJo',ir";; j
;il[,

#jT*}fikr#:*dx
I! _[.
----t
J

:: l

t
fl,,T.tl,i."i^1":,:,',:_. l n
;:::_ :; _::',.,

ifffi
tr I

f
::fl]liliil:':::ffi;]
T

:::
n l

f-l
U
L

tr

*:iffi
ff"i:$;lfii:'"' r u

; iff*"ti}*
,
:$n-;;;:ffi'
5::
l
fl I

tr
l

T
 -;-:'^"
=
,,m::*f,J,".il::-,;=l-
conversationsbect

,-r"r,ffi;::::;",:::.."trr tr
tt in.ace-to-race ! r r
l::',iiJ::l;?il';:-equentrv
r r r
"r*,ffiri'i;rt*'$;il1r3$Iffiil:
Very few peoplewould be able to saythat they havehad none or only
tNTERpRETATION
one of the twenry experiences just listed.But Y1u may need to developyour personal
magnedsmand your charismaif you havehad fiw or more of theseexperience.s. The
inFormation in thissectionof rhechapter and in the corresponding could
re[erences help
you become more magnetic and charismatic.

Create Visions for Others Being able to createvisions for others will be a major
factor in your being perceived as charismatic. A vision uplifts and attracts others. To
form a vision, use the guidelines presented previously in the chapter. The visionary
person looks beyond the immediate future to create an image of what the organiza-
tion or unit is capable of becoming. A vision is designed to close the discrepancy
between current and ideal conditions. The vision thus seesbeyond current realities.
Another characteristic of an effective vision formulated by the leader is that it con-
nects with the goals and dreams of constituents.2l For example, the leader of a group il
that is manufacturing fuel cells for electric cars might listen to team members talk
about their desires to help reduce pollution in the atmosphere and then base the
Vision statement on a "desire to savethe planet" or "reduce global warming."

Be Enthusiastic, Optimistic, and Energetic A major behavior pattern of

charismatic people is their combination of enthusiasm, optimism, and high energy.
Without a great amount of all three characteristics, a person is unlikely to be per-
ceived as charismatic by many people. A remarkable quality of charismatic people is
that they maintain high enthusiasm, optimism, and energy throughout their entire :'
;
workday and beyond. Elevating your energy level takes considerable work, but here :',
l:
are a l'ewfeasiblesuggestions: t:
l1

l. Get ample rest at night, and sneak in a fifteen-minute nap during the day
a.
::
when possible. If you have a dinner meeting where you want to shine, take a :
shower and nap before the meeting. :
a
82 CHAPTER
3 / CHARISMATIC
ANDTBANSFORMATIONAL
LEADERSHIP

2. Exercise every dav for at

least ten minutes, including
allowed,suchasbeing walking. No et
too b"ry;;;;;lr.a, or rrr.ir"",L*."u._g
a heatthy,energy_enhancing diet. "
t Keep
4' :yfl,.rchopping
your To no ist ,";"" do not have unfinished
"*"y "t
on your mind, because they will drain your energy.
An action orientation helps
you be enthusiastic,^optimistic,
and energetic-
.::j:i:
o,, Anacdon."*;i'."il,,
orientarion
[:i:f
;'r';#;;**;:
.,fl:,l: ;|
;:[i5ffiTH;,.T:' il:ffi ""J:itri:*
arso

croselyrelatedto
:r:,,":,1j:,1ijlj;t"rr
I fe.his! enersy
emphasize-tt
tevelorcharisma
standingleadersandin&viduur.o,rrriu.,io;;ffi
standins leaders ,.1L,;1.?"Tr:d.: . _Jra ^t*^, becaur
""n ilr##l::XT:{rrii::X
ifiil:;;ff i J .n*i,maric absorbsthe
"l"rrb'rauc aDsorbs theloss
rossand
andm
in i::."::*:l:ll!-
another, more profitable direction. ll",iuil'
A;;;;.
n
of executive at a company 'A said,
mat.riurr" lglecom
is whetherthe middl. _*"gi.
kill afailed
kill a failed
project.
oroiect some ",1""^"11""::,T1-"i::,"trve
*^,i"lT^.lifany hasthe
managers become ;':#:#fr:::ffiT.'.11:H:j srr
have
nnanciar inroimationro.prove
with executivepotentialL"_,
thatile,e,,,oiiiH",#lidiedrheywistand<
;ffiifji;J;:j:::j:^*l:l::j:*#",'ii,n",La
fi,ll;ilJJ,ilillT
_t * io- f"fa'fri, or her tenr.,,
Remember Names of People charismatic
leaders,as well as other suc
vr PruP,c thev have seen onrv
&Hf'fffj.T*|::3:TT:
(Sorry, no charisma crr " *:::r;;rp;"0," Lney nave seen only afew
a rewti
Il':,T::f; partrv
due'"
;; lTff
Ihis abiliw is nrrrl_. ,;:r:^rii:.Tembering
;:ffi ilffi
rhe.namesof
everydaywork associa
#yrH::::.i::
;: ";;
The surest way to remember
names, ,n.,*ar.., is to really
Failing that, the test way to care about O.;
remember a name is to lirt.n
careC
lifilJ#il*ffijf,:*j:3"*i"Tj:":'iin""9"canarso",.J:,l""
andgimmicksava'abre. ro: t; #;, ;Jff ;T,S::":,Tr?l::l ntr
: ::;l ifyou"meet
tff*,nlirrt* example,
a woman namedBetsyApptewhite,

:Uxj, .;HTtfi
Ht"iJt"ti* you
iJfi::i:',:tr'fir'J:**:,i"#i
*i:r
Make an tmpres",i:
can makeslight gainsin.projecting lu.:i:11r", a polishedappearance,
!:::,1:!"," a charismauc a person
gains by lookins uooa. image.A few peoprecan make
Ratph i;";;;. great
AmericanhistorvJ:1, a.readeriho most successr.riasrrion designer
rr", .?ir""..d his charism"irrr""gi, in
physicalupp""run... Given his impeccabre
that rr" irl"'i'rr. ashion-business, *Rarph
appearance is important for his personar a Lauren_like,,
im"g.
However, in most casesthe^effe., ",
werl ast" rr.rp urrrrau brand image.
or-upi.*"nce dependson the context. rf ex_
quisite clothing and good
r""r.r iorr. ;:.d" p..rorr';
rmpressive-lookinq storeassociates " ;;;rc leacler,those
l"
leaders'ThereforJ,in attempting "p*"t" J.partment storeswould a' be charismatic
,o .nh"n.. your charismathrough
necessaryto anaryzeyon. appearance, it is
*ork environment to assess
rmpresslve'RarphLauren, -hut typ-. of appearanceis
with his exquisite,"r,r, ."#ri"iffiri:'.-et
handkerchief.
 !!

IP
LEADERSH
TRANSFORMATIONAL 83
ll
i

:
,
would create a negative image at a Silicon Valley firm: his carefirlly cultivated appear-
:
ance would deuaci from his charisma. (Of course, Lauren could enhance his charisma
by' wearing clothing from his sporty Polo line.)
Despite these caveats, there is much you can do to enhance your appearance' In
recent-yearsthere has been a surge of image consultants who help businesspeople
develop an appearance that is useful in influencing people and getting hired' These
consuliants p&for- such services as helping you shop for a new wardrobe, suggest-
ing a new hairstyle, or helping you revamp your slouching posture'/r

Be Candid charismatic people, especially effective leaders, are remarkably candid

with people. Although not iniensitive, the charismatic person is typically explicit in
giving hii or her assessmentof a situation, whether the assessmentis positive or neg-
Itirr.. Ch"rirmatic people speak directly rather than indirecdy, so that people know
where they stand. i.trtiad of asking a worker, "Are you terribly busy this afternoonf "
the charismatic leader will ask, "I need your help this afternoon. Are you availablel"

DiSptay an ln-Your-FaCe Attitude The preferred route to being perceived as

charismaticis to be a positive, warm) and humanistic person. Yet some people earn their
reputation for charisma by being tough and nasty. An in-your-face attitude may bring
yoo ,orn. devoted ,oppo.i..r, although it will also bring you many detractors. The tough
attitude is attractive to people who themselves would lil<e to be mean and aggressive'

hes"- Research with a group of German managers demonstrates that certain aspects of
kr charisma can be taughl and learned. A one-and-one-half-day training program that
teaches inspirational communication as part of charismatic leadership was evaluated
opic- in two studies with a total of forty-seven managers. A research design was developed
ruTtf- to compare public speakerswho had received training in the behaviors of inspirational .:
tf,en{ co-munication with public speakers who had not received such training.
:
name Measurements of charismatic behaviors were made before and after training' ::
l- \'011 The training consisted of teaching managers about the verbal (spoken) aspectsof ,i
t L'e:-t inspiring *o.L..r, as well as the paralinguistic (nonverbal) aspects. As part of the
nedi- training, participants were presented with principles of an inspirational speech; they
*.." af,.r, videotaped as they spoke and received feedback on their performance.
Role-playing *u, used. The-training produced several good results as measured
Er\on "lro
by."tl., *ho listened to the inspirational speeches-in the use of gestures,metaphors,
great
and emotional appeals. Similariesults were not found for untrained behaviors'24
rer in
:cable BANI(: Details of the study are presented in the Knowledge
-Iilie" :ollege.hmco.com/pic/ @ O f<NOWf-nDGE
dubrinse Bank.
nage.
It er-
tlose
rnatic LeadershiP
1 Transformational
;- it is
nce is Transformational leadership focuses on what the leader accomplishes rather than on
rhie f, the leader's personal charaiteristics and his or her relationship with group members'
84 CHAPTEB
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

As mendonedpreviousry,the
transformationarleader
helpsbring about major,
:i T-.":.'J"I"::?-q;::lJ :T ?: ; ?*'"" i-* "', serr-interes
orthesroup,-*LL:1|.",,^{;;;i#tilH'"::.J:i.:T,?.il*Xf, tJand towardd
|;:;:,:';i;:,il11'"","#l1:':
ttransactiona/leader j"-';t**-u'i*".,,ra.mingpeopre.2srnc
u.,rrurrrung people.zb
rn contrr
focuses on more ,o.,tirr.'
formeeting,.",,a*d,
1.o"a"g";i
;i"tI;:fi:T:,::H:XL*tTKtr
Bass indicates that the
transfor-naorrut-u".sus-transactional
o v3riev distinctio' n",
" l.j:* 11!e
so who is""a "aG;;;"i" culrures.26
Lurrures.""
transformational'leade.t ""0
orr"-t

ililiT":,,:l;i:m,"*:#;;;#';;#il'#Tf_',:;lli;iJ:
pany's.declining market
."1#ji,HJJill,l;l:*
,t *J nr.irr.-* i"""
rr alrcmpflng to revitalize
tle

ilH:*".:i?::ii*;*t*;'#ii'.-.JJilff
H:,."i'At"rJ?,:f;,r"hi,,";i*;;ilil:lilU;::ffiti:l)
developmentto enhance
shortly
Shortly
'+:;:*':Xh:'fl..T:T,T:1
after Brenne#;;;;;; *h*..
Bre,,o-"1*^::--itnu
j-"'-o"'*"Jffi
,u-.-..or.
same-store
ilr,"t"''cnt
3iilJ:tffi
tff; company,Brennemanrr"r-ui*
othercompanies,incrudingw;,;;;";i;",liJi:ff::tr#Lf
othercomne,,.",-^,.. ^l_Il*led l"uohr h
H"J.r,i,r,

Leaders oftenencounter theneed ro

"*t""r;;;#::#'Krfftf:ffm
;:tj"li::;:ft-*:*-:::::.r,*!",ro,**."tohighperrormanceAtod
ll;;J'["fi
,:;m::*:,:ri;*f
organizational
*"'::tHE#;
.3"tri-l"fi
organizational a"rrrrJ rational leader attempts
curture orrrrb..rli.r.".
or crrh-,,1+,.-^ rr: ,
il;;;:"r'rlHT::lffil:lr:"":[: to overhaul

*S_Y*E_j;?_l:X_!:_?:sf-9-rmationsrakeptace
 ij
,
I
TRANSFORMATIONAL
LEADERSH
IP 85
of organizational change. To focus our
discussion specifically on the leader,s rore,
look at severalways in which transformadons we
take pLce.28(sle Jro Figure 3_2.)
1. Raising Tteoptrets ^.w&reness.The transformational reader
makes group members
aware of the importance and values of
certain rewarcls and how to achieve them.
F{e or she might_point to the pride
workers wourd should the firm
become number r in its field. At the
same time, the ";;;;;."
l"ade, shourd point to the
financial rewards accompanying such
success.
2' Helping people look beyind-sefinterest.
The transformational leader helps group
members look to "the big picture" for
the sake of the t.u- l.ra the organization.
The executive vice presidint of a bank
told her staff membe.r, ..t k ro_ most
you dislike doing y^ourown support of
work. Yet tf *. h; ;o.rir, ,,urr.o make
more convenient for you, we'll be losing life
Then theiovernment might
force us to be taken over by a rarger r_g".y;
bank. who knows how many management
jobs would then have ro be cut.,,
3' Helping peoplesenrcb
for wtf-futf'ttrwerut. The transformational leader helps people
go beyond a focus on minor s"tisfactions
to a quest for self-fulfillment. The leader
might explain, "r know that making sure
you take every uu.utio' day owed you is
importanr. Yet if we get this propoiar
out on time, we might land a contract
will make us the enr,y ofthe industry." (Being that
the enr,y of the industry satisfiesthe
need for self-fulfillment. )
4' He.tping people wnderstnnd the rueed'
for charuge.The transformational leader must
help group members understand the need
6r change uott, .-ouonally and intel_
lectually. The problem is. that change
involves diirocation and discomfort.
effective transformational lead.err"coinirer.this.emotional An
.o-porr"rrt to resisting
change and dears with it openly,. org"anizational
-worked change is much like a life transi_
tion. Endings must be suicessfully
through i.ror. - :- rrl* beginnings are
possible. People must become unhooked
from thei pnr,r.
Dealing with the emotional conflicts
of large ,rrr-b'.., of staffers is obviously an
immense task' one approach taken by
succeisful leaders is to concluct discussion
groups in which managers and workeis
are free to discuss thJ. re.trrgs about the
changes' This approach.has been_used
quite effectively when fums are downsized.
Many of the "survivors" feer guilty thai
they ,,ilL.;;;;;;while many com_
petent coworkers have lost their jobs.
clearly,".".ondo.tirr'g ti.* ,.rrio* requires
considerablelistening skill on themanager,s
part.
5 ' Invuting ,mena'gerswith n senseof uryen\y.
To- rrratethe transformation, the reader
assemblesa critical mass of man"g.rr
*i imbues in them the urgency of change
The managers must also share thelop .
reader,svision ofwhat is both necessary
achievable. To seil this vision. of an and
improved organizado;, ;. transfbrmationar
leader must capitalize on available opportunities.
_ :!

6. cotnwittitxg togt/er.tness.peter I(oesterrb"rr-

argues that businesscan be an oppor_ :l'
tunity for individual and,organizational
tude' leaders can ennoble human ,ru,i..
encompassesstriving for businesseffectiveness
greatness. By adopting this greatness atti_
and strengthen societies. Greatness
such as p*rofits and high ,to.t uutrr.,
,l
il,
,L
;l
as well as impeccable,ethics. An emphasis
customer service and quarity and fosters
on etiical teaderstrrpinsti-lls a desire for lt
feerings of proprietiorrt ip urrd involve_ {l
ment'2e (A commitment to greatness
is, of couise, i;po;;rr,
il
just those who are charismatic.) dr all leaders, not ir
86 CHAPTER
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

7 ' Adopti,'g a rong-rawge

'#"#K"?#::":r'!";:^:!::^'o'n.'*"p,^?,,,t,.s-.i"iinnigoo
lterspectiae a,d at the snn:e tim.e observing
,uw prtryarrn
org,
the transformational I , r. Juch thinking on
d
members
sroup Io do
Y*"1*;#H1ffi,il?:l?:'"f#t
cannot U" t u.rrfo'r-J.ro ltation, and broadly,an
ory
t t;#;:{rK!;rf;"er
usetutprocessfor transforming
a firm is to
rampant
rampantdrrrino particularly
b..n.rr""dirtort
duringa -^gj::l-iembers,
" company E*..,rri# [ffi:E::tXH[: und,
revivar.
r,i,,*around ,ffi
Iapan.onecomp
ffiL.-S:n"?,jl*::gt*,
on.,,t
oi b,,ir
did "r;;;; efrorrc
u.ui,,* J
organization.
In this
#J'fr:il*,Hf#.T:TT"H
wayeveryon"k r.* *t", .rr.riorr"
, .rri #i,a"i"g.,
ortransformationaueader."",rof
S:::K#::K,:::17:,:,i,,,t,,,,,e) theruost chnnse.rhe turnaro,ilil
i"r..";;::rKi::K{k:ir"#:"tr:
i; ;., *"undrimitarions
:;-"ffi:ffi,1^:::'-i:1,:':"j:sv
ff:;::':::
TJ:illtT:r: ::${ ;' ;id; ;Ti:T:ffi"*lt ontunds
Bratronturned"'o"'a-ri.'i,,".i1'Jli'!ffi'rdr;;rih.TtilJJi,ili*
B,"ttlonil;;;;#-,-^."'rj:j:Ti1,ryy",{jor_exampre,rvr,.,,f
or...
mid-1990s,he concenftated^resources-oi*tt.
narcoticssquadbecau..
;;ffiHl5if J..:::::*: 1,aJi,ir"## "_",,adde
* I
SandwichtotheBurgerKing_-.;;J;d;,JlT.;1ffdanE,o,mo,,, o,,J
ft"r:"rTlT:;..1

Transformationar ""o**"+;vur"''s#:d*ir.'#flfi!r1er#*
#f
espggiarrv.r,un,-"o.-ffi
readers noscccc ,r^ :-:^:':,

n"lff;ff :":;:.r,:::i,mmi?;ftHff..,:Jt;
riua",,to
tobring
&dLrcrs
Above all,:Il.:*y:*l11l*;l*gDnng
transform"ri"""r r.rj"rJ,"r6 about
about transrbrmado
transformadon
enhancing
,ffi;;.t# rw2 keypersonarity
rao
;:l ;'j:":f:^::::::?"tic
ffiffit*:i':;::,x#::"*:'B,TJ:':J;T*"xT'"::
impact.3a
unress
tr,.u*" tr,";;;:i:;h
transformadonarreadersrr*"fi;T.tT#1":y$fi
T1ffi urrdloyartyof group
trr. ..rp".,, .""ru:.",
^":n:;#mi;;;I;,";i:!;.'?*,fo,-"tio,,"r'r."i..,rup
memh
:"i.T,H:, ,tyr"
t",,a'
charismatic,transfomationair""d.rs
. create uision.By
communicatinga visi
fffiXfflj"li,,ll#"es
.a
thats"id"r"J ;odvate
emproyees.
Moreover,althor
theyalso
they alsotake
takethe concernedwith
srrdlry concerned *irrt orgr.rladonal
oreanizational survi
the timr
,,,-"'i,l',"-.7!.7--q:*ly r.truiriq
membersa"u.rof ,.r,'#"r#::K.:r;t;rf:;f"r:"::::,X:{*{:Xm"iii:^;X
iilri::;?:"::r:*rli:j?,;r::*li;*'posi,iver..au*r..groupmemb
the
tne devel6pm.;;f;;""p
development of group members.
members.
pportive rcaqersnlp
sryvruvr leadershipalso
also contributes
contributesto
rranstormadonal leaders,
Iike
most effective leaders and
erruentbyinvolvingteammembe^ managers,practice e/np,w_
rssomewhat n a".irion j.rr;t;fr;.r,
of a ftansformationar rfr"g
r""a.r, ,.J*a, .-io*.r-;;;" of cisco,who
featureof his leadershtpIn.n.ovatw;-;;;;;;,-^"other distinguishing
transformarionat teaders.achieve impori"rr.lh"r".r.ristic, herps
varivewavsro raise."rh *.ir-g"rirlrr.."3.pi;:;;ii,_irn,
*J ;;H;;;i.r.rv. devetop inno_
ir"irrrr.#;i readers encour_
 P
LEADERSHI
TRANSFORMATIONAL 87

them challenging assignments'

age their staff to think innovatively as well and give
they also lend' by exntor'ple.During a
fu with other effective leaders and managers,
leader might fly businesscoach
period of cost cutting, for example, a transformational
andeatinthecompanycafeteriainsteadofhavinggourmetfoodcateredtohisorher
office.
indicated that man-
A study conducted with I32 managers and 407 subordinates
higher on a test of rnoral rea-
*ho are perceived to be transformational score
"g"., to the type of transformational
sorui,ngthan do transactional leaders.36In contrast
in rescuing failed colpora-
leaders in the study iust mentioned, those who specialize
such actions include shutting
tions do not appea-rto scofe high in moral reasoning.
work force, and canceling con-
down many company facilities, laying off much of the
tracts with various vendors.
nine characteristicsjust
Not every leader classifiedas transformational will have the
brusque with people rather
described. Fo, .x"mple) some transformational leaders are
determine whether a given
thun ugr..uble. Fuithermore, it is not always easy to
triel leader can be accurately described as transformatronal'
TheaccompanyingLeaderinActiontellsastoryaboutatransformational
behaviors and
lci :
leader. A, yo., ,""i the sketch, look for the leader's transformational
)ne attributes.
rd"

LEADEBIN ACTION
that
eOOnLs.
n- lac s chairman and CEO of SYmantec Cor- kets-adiacent to the security space-and
nbrne poration, S5-year-old john Thompson expanding the opportunity pool for the company
c biggert to compete in," Thompson said from the com-
trolls the waters of Silicon Valley to deter-
,'l
manaqern rine the hottest growth areaswithin the network pany's Cupertino, California, headquarters'
nembers. i'So'orr. businessopportunity or addressablemar- :
.ccurity software industry and to identify poten-
E rend to :ll acquisition targets with products that comple- ket went from about $16 billion to almost $32
Tlent his company's software portfolio' He's billion."
i a \-lslon, eood at it. Thompson successfully has transformed Sy-
ahhough One of Symantec'srecent deals,the $370 mil- mantec from a $632 million consumer sottware
sun'ival, leader in
lion acquisition of Brightmail Incorporated. gave company into a multinational market
^\ group it access to a suite of antispam technologies' enteiprise security software with 5,600 employees
al leaders Before that was the $I00 million buyout of ON and projected revenuesof $2.4I billion for fiscal
stock
members Technology Corporation, a provider of software 200i. Under his leadership,the company's
ributes to with
used to rapidly deploy applications and operating has risen more than 500 percent (compared
about a 40 percent loss for the tech-laden NAS-
svstems.Deals such as these are all in a day's work
's ttnpqw-
for Thompson, who has spearheaded dozens of DAQ over the same period of time)' In fact, dur-
lisco,who acquisitions since taking the helm in 1999 ' ing the five years since Thompson took.
over,
nruishing "Those [acquisitions] were, in essence, about Sylantec stock has outperformed
not only the
snc, helps expanding us and moving us into adjacent mar- siock of its chief competitors but also
that of
(continued.
lop inno-
s encour-
 88 CHAPTEB
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

:l LilTtl H,flI|;,X"*jt-*
i::::.,?Jf
;::TfrX#, cEoinslr..i" fi; ;l btil;1T-year
division,
where
ri"r'[v:il##"::HJ:I.'TilirJ*:.:::he
re
"'5j;"
r11';ni:i3r*f,
corporate
"ttrffif":#'l';n*A*i*,rr=ti.ts
" be
E**i".-,i,iJ".l'Jilor',i& r,.-"","a
MASTER
l[T:,H|;:ilrff.l6.t1i "
OFTHETURNAROUND
BIGGER FISHINA SMALLER
Thompson'sroad to the executive POND
uYcsurre
suiteol
of a com-
com_ [Inkn^_*,-
unknown tn.fL^*__
putty b"rt k ro-n to Tl at the time' the boa
,tffi:;i::*x*:;:;j"+#::4"fl
Antivirus product *urtoltt-trs
for its Norton symantec
y="::11"1T$#
r.t, itto-nt"n

il;:{1"#;:;i::JTf,
himaset
"rur".
-ori",';';,
fi?il:iffi ;: ;:|lt:fl:T,f:.^t"rf#ffi
::L1t #:.:^lY^T
grass,but even ar
'aa ;"u, ,".r, li'..lio"*
.arty age he -*,.0
a perfect
a perfect fit for
fit for him,
him and "?1..*1#;
enriii+^,,^-_-_
r r.. to
dto*.aii-
,,i-nro,,uy""r,"{.
intobusines,. ,fot*
gir,;l.uioi.t:? *ffi,:...T?:ff: u.r'.-orr,,o'l-,-uu",,
"n

T3:Ti"'.l:y";Hnr"lT3f
]$finthose il::*: ".,*j::1ir1,1,: au",-",i
so* ormid.
cap was
back dayJ":l;:_,;:""l1ll;,i,ii[: ;."il;il
in the ur".r..'--""i,v'i""',,r. ,fl:ffifr:#f,:",,."ry"* andchan-,
i^::[::]:*er nels l"hl]oex
or.,,*^-^:'1:1t-: l-"1
:riltt',j'trffi
j:"r':tt,",f
iti6pil,:x;l*li*.int*'#"-*;;}1":j t'"Tfi
,".fr
ilru?,:li:iT;ffi -,'iH#'i;:ff
T?.',#j;1ll;Tffi :::':l[:l*:**:*::f
:' u"u'"i""'
J'*'""
io-T ;:f'?z!1-Tl;"gilgr#1;1ffi
*'fr i:E"ii"ill"
rBM in rqli
ThompsJnj:-t:,g
y";r.;;'il10
**of
the forefrontof the minds
"r^"luliu"riw'

Fi:;*tr''*,*i#i#J:nl*ffiJf
#::T,,:,{L'i:":"i$'n'*#
;:il"*H:',*:"tTij;i1'#:'f'#ii*:::-*[.*;
#*;$::i:"
i11-i'.'ift"i,.:i.".".:ffi;
c€ntase
", r'"dr.ee; ;; work
-.utl
histransrormation
ro this
of thesales fb;;
#;r.- l:i- repraced.
"t1, or the
nr.,r', tof--'ilu*"r, .".r.
*1, il;::: 1.,,",'..
uo",J
1: y:;;;; ";:ff",'iJff,n[1::ff,+* ;"-;:;, *1,....pr"..a.
revenue
barance.
3.il';;rJt::'"Tn"ri::':llig Arcording
to rhompso;,;;
sv-u,'t.. -hJ direc_
*";rthe
ff:::t-Ti".:i:!#'ffiti?i.H:'H""'"',ffJ
ro' ..,,tom",,"i;;";;;ip,: jiT"T:j"^"t
:fi' #r'." ",,.,."d u,.
ilffi
a teamof producttp".i"lirt, ffi
J;:t"$'*i:'o,f:*l:1;
*rr" *"iJJ.t o.. tiTpl: but effective:
accounts
based
on existins focuson ,",Y^lt_T Iu?
a.-*a.*ir'l boththe".;;::iTrt'.H:t""t;"*,r;ffff1
i.* ;;;:;"*, .we,re
n:i.i,i:TT*"'f;;'il|'""'o'*'o-",,"i,4. :*1"";. goi,,gtotecom. th"
enueperrorm""..;i;J:l'jil"r'#3*Trt:1** leader- r",""
fromroughryq,ooo io 4,400. )unt evervbody -rti'in'J'.1H;"f;f:t",lJ:"il;:
we were trying to get done,,, Thompsonr.."ffr.
 LEADERSHIP
TRANSFORMATIONAL 89

:'r s team spent over $2 billion on a
u:-.sidons "all oriented around building
mr'::'rro or the capacitv we have to do a bet-
i";--rnng the transactions and the Internet
-:e that customers have put in place,"
crr:\rn. The company quicldy began to
u -e leading player in network security.
rcmain positive about the direction in
l:.inpson has taken the company. "The
r. --t rision, . . . is just really effective," says
rur "::l,rh-st Daniel Cummins. "If I got lohn
: ::jnk he likes to keep everybody around
:-:::rng scared and not complacent. l{e's
:r.si-,-agood executor and manager)and he's
i--ie to recruit similarly effective managers-
inhom have also come from IBM."
W.c---:rdA. Clarke, chairman of a homeland
$Lmr -r :e r security advisory firm, says that
"Thompson has the ability to make everybody
like him and want to be with him in that sort of
winning salesman personality, which is what he
was-a salesman.But he combines tiat with a
hard-nosed, make-it-happen determination, and a
real understating of the detail and technology."
OUESTIONS
l. In what way has John Thompson been a trans-
formational leaderf
2. What evidence do you find that John
Thompson is charismaticl
3. What criticisms might you make of the way
iohn Thompson brings about transformationsl
SOURCE: Excerptedand adaptedliom Alm Hughes, "The Best CEO
in Silicon Yd)ey," Blach Enrerptise,September2004, pp. 108-117.
Coplright 2004. Reprinted with permission Blach.Enterpt"isemagazire,
NewYork, NY.

[-
fr
Although the present discussion deals primarily with transformational leadership, it
F
E would be artificial to separate its impact on performance from that of charismatic
l- leadership. An important reason is that charismatic leadership, as already discussed,is
a component of transformational leadership. A concern some scholars have about
ET transformational leadership is that it sounds too mystical and "soft." Fortunately, sev-
ris eral empirical studies have been conducted on the effects of charismatic and trans-
rc formational leadership in work settings. We review an overall analysisof the impact of
d" transformational leadership and a specific study.
c-
Overall Validity of Transformational Leadership Timothy A. ludge and Ronald F.
re
Piccolo reviewed eighty-seven studies to examine the impact of transformational lead-
l ership on various measuresof performance. The researchersalso evaluated the impact
E: 1
of transactional leadership and laissez-faire leadership on performance. Laissez-faire
EI]
leadership is a style that gives group members the freedom to do basically what they
trI
want with a minimum of direction. The three approaches to leadership were meas-
[e
ured by questionnaires based on subordinates' perceptions.
ro
Transformational leadership showed the highest overall relationships on six cri-
irt
teria: (a) follower job satisfaction,(b) follower leader satisfaction,(c) follower mo-
tivation, (d) leader job performance, (e) group or organization performance, and
l
(f ) rated leader effectiveness.Interestingly, transactional leadership was also shown to
90 CHAPTER
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

produce good results, and laissez-faire

lead.ershipwas associatedwith negati'e
unlike previous studies, transactionar leadershipshowed r
a r,.orrg foririue rerai
to transformationalreadership.(ordinarily, trinsformatiorrurr"li.rrrrip
tional leadershipare negativelyrelated b".".rre and
transformationalleadersare
to engage in routine transactions with group members.)
Transformatronal
was negatively related to laissez-faireleadership.3z
The *phr;;;;ls most
transformadonal leaders are actively involved
with group m._U"rr.
Business lJnit perforrya.nce As part of
a larger study,JaneM. Ho
relationship
oftrnn,6rm",i"""r
i."J"rshipto
3:1.:l;*::l:^':v;1-1s1"o 1h:
unit performance. The sample included seventy-eight
erJruP LL' U
managers from the highr
levels of management in a large canadian
financiar institution. At the
utt time
utllc I
study, the firm was facing a turbulent external
environment fr.."or"
petition. A modification of the MLe
charismatic Leade.rnip s.ur" "firr.r""J
was deverq
measure three aspectsof transform"tionalleadership:
.h*i;;, i;,:iffi;;
tion, and individual consideration.The measure
of Lusiness,r# p.rfo.-uo." ,
sented the degree to which rhe manager reached
goals for ;";ur, .al.,,r"rl
..f met.-Each
goal*1. _.u*,J igainstcriteri
::T:_:j
exprccted,*..^f:.:1.:g" .g""I performance.
superior, and outstancling
Data analysis revealed that readers who
. displayed more individualized
flon, intellectual stimuration, and charisma
positivery contributed to business
use{ tJietechniquesor,rr",r"g._.;; ly exceprion
::::, ::T.::.L,.:*1r_ (positive.
IT. reinforcemenrf
:^"-1llgr",j,"wards -"r"-r.rr-itF*^."'r"i.;;"""#l
the authors concluded that the more positive
:1:T3? conuibution to busi
unit performance came from behaviors associatedwith transfor-utiorrn]

About CharismaticLeadershi
up to this point, an optimistic picture
has been painted of both the concept
Forthes rair;;, *a?r""inc
integrity,
o
;i1'*1#i:1*::::'
trary points of view must ialso
i*Tbe: presented.
*e_?r
The topic .hurirrrr;;; ffi:;r'#;
been challengedfrom two major standpoints: "f
trre v*aity of th. .or..pt, and
misdeedsof charismaticleaders.

1"::

Some leadership researchersdoubt trrat

charisma can be accurately defined and
me
aboutcharisma
is at<into .o.,do.tirrg-'..r""r.t, abouthi
::."L!:,1*lll-9:..r.ir.h
quality: you know it when you seeit, but it is diffic'rt
to definJin operational
-h.r, one leaderis d.emed to U. .t
5:":*::"t,-.].1
detractors. shehas
".ir_"ti.;h; ".
According to the concept of leadership porarity,
t."'a"r, are
often eit
revered or^vastly'npopurar.. people iarely
feel neutrallbout them. Bill Gates is a pri
exampleof leadership polarity.
Tt]gysandsof peopleare almost-#";;; il6;
distikerrt- i,rt.nrely (or are *"i";t. About 200 r
3::*::':19_",1::l":ole
sites have accumularedof the nature ,,www.ihnteb)ilg*rr.ro*;
lJ g.rr.rl. ,it.
site). Martha stewarii, u,,orr,.,
3::.".:::*:-:j*i:::necific
experiences
leadership
polarity.Manyof h.r f"rl il -.r-..."il;;.;;#:;ff ilp.,rn,leader
Ine&s-
t hi$r
FrrrLs-
IIlml-
cither
Prure
trrt c5.

ftt-b
i not
'rrho
nalin-
 92 CHAPTER
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

1 Summary
college.hmco.com/pic/dubrirft

poses'powers,
andextraordinarv
r.,Uf;X,:t"Tt#l$'rT:lj::i:::l*:'-pl: communication
errectiveness
arowsrbr r
ferentiatethem from
determrnation dif ;i;; ilffiilr:T:'b:J1'J.,$,U:
rt ri trr" p"itirr. und othersi, ,o ,.rr. metaphors,analogies,
fr;
compelling quality of:tt*a person " and
that makes many tional stories.
Ang$er is gearingi"rrgrr"g.

irH::ruT:,?#:1.'il jl3:ffi J?'.T:il:;::"::**::l^-?,111*-"ocand,

.o"r?"'rya"i/ffi ;il:1:ltlxT?liiifJL'",*,:f_';:::"'J:''usememo.abre
teristics
network membersoften influen.a
"'"x"fr
ofleadersand the results,rr.y
J[*. Social
.;;;:il can increasehis or her
" i"tr"";r-attriuu- creveln-i-- on*- ^r -r,

=n;#Ht;t#*t.:il'#ru;fi:Th::*lit+.'"*
these
attributions.
charismatic'r.uJ.,,
Ei::lg
ililffi$T#ff|j:t'"' ,.t"tior'rt'ip',ffi"::1iG:1ff;T::iJ::T_f,
to cultivate '".""ilil;stent; remembering
namesof n
crrarismacc
r."a"',rr,,p
canbeunderstood
in fi3i",:f#"'rffi:T:a::Tf;ff5::"-,
terms of its effects,such is g.""p -rh.'**,
_"_;"rr",-i
theco'ecrness
oftheleaJer's'u"t.rr. To bring about chang.,
rne correctnessof the learer," h^ti^f. ^_^o:.t'1"
o'iil.# t.ui",*"rfdt"J:r:H:ff#:rffinffi
:i'if"Tl*'r*l'frntri.-:-',*i*l::",.'::::::-.*:i
l:"#"#iTft *a ;{1"".i'""'1"*%'f"'riil;: iouu..'.r, i-pi
:xpert.power, }":$:#"igpeople's
."'* "r.r'" ^to
^*,;l"::xfi
leadership enhancesjob satisfacti";.--

jrli*qqi*[Ti:'i:i!k*i:1""".
5*::fl*"'r,T#:#*:
k^_.^-r -r_, "*1:9t
and getting p"ople

Jri..-*,""",0""'il;,jjJi"iJjlT:"j:.1"3,"",....',."?,
tics)' and divine' c'*ir-uti. :::l*U[nidi*nllnt#**H
i""i.rr"rr"t. charac- sense of ,rro^n^r, .T,L^
teristics
tharset#^"";;;;T;il:"'ff:[ rhe -,--,- . -
transror-"4""Ji""i..
h1u.:.
n vision,
::ffiiursencv.
j"f.""1-:-t? a long-ranse
pen
f:l:T:,,'nrl -"rr..niLmunica- .,,,. n,,,,^f 19-tptsatesresources
.,:"ilf :".*:lt'jy-'1"':'H:TI*"L*Hffi ff;J"1T"H:lr.';n:*ft
ltfffi #Hl"T'#;;'"f
-"J;;;;, :*t'#Li*#r'.'T'T-'ilffff:"T:.Hi,:havecharacteristics
ary expressii: "'"_l,;.ft ,Xi.fi.:,r::,,
lf:r,1LT;,:ff*:::*:"n:::!*_ i; ;;;
unconventional strategies,havea self-promoting,orruld.rr"lop-"rr,
u.i"gd'"il"";";;;'' oi.nl-;d']]?fi: rf,f,i:rj
fif:1',ll ":. o1 empo\,
'. fmrhasize
td;a gr visionis closelvrinkedto charisma
f*lti.:i'?,:n:*:::trJil_.,9
i f,,:::';::::,TJ^", *:t::r: leadingbv
beca'se
^-:T .r'".i'-*i.l##!;li:Til:.'ffi'T t""0."1." "*ur."ry,""u.',r.""g
ffi,|jffffi
X[T:f,#"Jt':rum*3'f,*i*"1 :"TT#+iTiXll* d.rship ispositivery
rera
!
:**;n;'.*t3il;;ffi ii-ilhlx,x[::L{$F,,:TJ',"J"T**i*'
Charismatic and transformational
:'.?; formance, qrouD .,r
-----^4) rvqqeL
organization performance
)vu Pcr
^^ r
j_l$$::+::Ei',,Fr".T:,"r.1
ffini:fft*r"*i::;;Jil.*,*
leaders com_

whereaslaissez-faire leadership
* ;i";
";rJ;iu
 GUIDELINES
FORACTION
ANDSKILLDEVELOPMENT93

na. Empirical research indicates that noncharismatic

.hsplaymore individualized considera_ cern is
:rual stimulation, and charisma (trans_ and
l c a d e r s) h a v e h i g h b u s i n e s s u n i t
about charismatic and transforma- matic leaders
ip is that the concept is murky. Many
leaders are effective. Another con_
that some charismatic leaders are unethical
devious, suggesting that being charismatic
necessarily help the orginization. By
$gs .not.
behaving in a socially responsible -urrrr"r, charis_
can avoid abusing their influence over
others.

[erms

:\l\\-er
fr:'[r ef
Transformational leader
Vision rl
ll
Management by anecdote
ll
charismatic
charismatic
Leadership polarity
,l
i;l
,Et,

i$$
i[]
iil#
e Cria"tinesfor ActionandSkitt Devetopment iil
ilfi
lFl
jii;#
Wmillh-n,ing are suggestions to help a person act in a 4. lli
Thank people frequently, especially your own i*
,ffiqrsnatic manner. All of them relate to
m;:ryred interpersonal skill techniques.
well_ group members. Thanking others is still so infre_
quently practiced that it gives you a charismatic
'f$ tI

lll Be sure to treat everyone yoo *..t as the most

ffi
edge.
important person you will meet that day. For
5. Smile frequently, even if you are not in
sremple, when at a company meeting, shake the a
happy mood. A warm smile seems to indicate
:md of every person you meet.
a confident, caring person, which contributes

I FEr-
J }lultiply the effectiveness of your handshake.
Shake firmly without creating pain, and make
to a perception of charisma. A smile qenerallv fi$
Ortirt
Drr-er-
enough eye contact to notice the color of the
other person's eyes. When you take that much
says, "I like you. I trust you. I,m glld *.,r.
together."
6. Maintain
lli
ili
a childlike fascination for your
mple- rrouble, you project care and concern. Think iii
a world. Express enthusiasm for and interest in the : j

lg on positive thought about the person whose ! ,

hand thoughts, actions, plans, dreams, and material

!

rou shake. :..:

objects of other people. your enthusiasm
;lated : Give^ sincere compliments. Most people thrive
directed toward others will engender enthusiasm rii]
eader on flattery, particularly when it is plausible.
: per- Attempt to compliment only those 6ehaviors,
in you. ;lll
lnce,
p.1e
r-
thoughts, and attitudes you genuinely believe
7. Be more animated than others. people who
are
perceived to be more charismatic are simplv more
il,;I
merit praise. At times you may have ro dig to find
animated than others. They smile mtre fre_
Eree, something praiseworthy, but it wiil be1 good
quendy, speak faster, articulate better. and move
lated investmentof your time.
their headsand bodies more often.ar
 94 CHAPTER
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP
Dr'scussion
Quesfionsand Activities
, and other celebrities
**i:f: who smile fre_ S.
the how a personmight write
1uu"..tg
]1".-iP^,"10, ""ai",r.l:;';:; flsalUe emd
ffT3;* :**;:; **'f .':ff;
::::'1*.
or rncomplete about
chnrisrrua?
thir s use of the term
^ Aside
6. :1?::,: cl* animpressio"Lru.i"g.i';
from co'tribt .-"^--'"'
ur'r' Lrr
nmg to leadership
ness, fbr what other tYPes
ofjobs might
2. Identifi. a business be an asserl
government' education'
sports leade. *hor' t or 7 Exdain why the presence
you perceive to be of.a charismatic
matic. Explair. th" charis- rends to enhance the job
3rd.;;it ;"*"il'il:Ht:.?JJHI,1%;X,n..,, members.
,utira.tlor...Ji

matic. Explain what

ott., q.rrtiti"", **n,
u atustJevel
helped this leader succeed. n*" Ht,:*:'Il_T'might
teamleaderhaveto rr" n supen
.
4. Steve Jobs of Apple 9. A concern has been "*rr"._;#ilr._
Computer, fnc., and expressed that leaders
fashion designers wear many are charismadc are
the same outfit most irr.oJf;;;'
the time, even for of simply get placed into "rt.,
rey posirions
,ho*,o,'fn-,;;;;
; #:' il:r"ffil:,il,:,J:i; c.rearesuch a good impression. because
\Vlat do
long-sleeveorshort-sleer"T_r;;;;";'o'r.i"Jy.ur* t h i n k o F t h i s a r y u m e n t )
without a belt. IIow 10. Designu ..r"ui.h study
does this costume affect or surveyto de
their projection of charismaf if being perceived* .fr*ir_.,iJ
person advancein a managerial r"""f[)
career.

"FI":iTu.:.#i*,
appoinred T:j ]T:;a,,.'priLl.
f'[T,",',:
as the chairman
i#;#f
officerof Motorota,_rn.:. _;':,""; l'i..u,iu.
Signnl1Lrga need to
company'sboard passecl
break with the past,
.r., ^^^,,i-,_:: ":'
the

tatkative andafrabte
i" l;";;;;ddn. ,n.
president
::.:"Try8*il:T:i*T;
il,,IIr, ,n*. I:_,:':1. : ;!il ."d .hi"f ope;;*; ;ffi
ffHi"Jihi:,oJ'
iTgil._"j
ristening
He head e,. :::,r_ znde,."il;#;f,
:: :1,"..,.
execudve ;:::" f
",, witi operad""rJ
;;;;r";;J".ril
nff;"m:1rJn:fl*idixfl';*
,',*r"*'"", :ii ffi:::T:"":, such
o-"'ises, :ii:#::.'il
sar,"vy-he

*' i
aream"a
,"., ,l s,. ."rp_li"iiq#g
'#:,$: il,r.o*r"-i,,no
,

J: n
z-a., *n,;"; I
';*h...lHff ilTarketi
I\40-I0R0LA,S
a decade,
BUSTNESS

titanro indusuy
mrssed
S|TUAT|0N
Motorora
In the spanof
h* g;;;;"#',..'nil","ru
ooo:llrl n *5J"*
the shifrfrom anatogto
;;*s*+*I**''*iy
iion..., i, iconiccompany
digital;ii;;""",
tharhad.loriir,*"i.'u,, ?:ril*rrXi
was figuring out

$il!::t,;3'":::
what Motorola i.ril/ ir"nn.,
ffilnffi.{';ilT Zander.visited
dre corporar.,.r;;.;;rO
lio*rj?.r,
"u, "r*.',ili;;J#;r"
ilJ,:T?"i4.".;*il:l,1r;:T
butitssemicorjr** brrr"rr'arl
in thatindustry.
pped
migraine"
(Fortune,p. I 28).'in'"r,ri."
;';"

i.' JI;i
 A
CASEPROBLEM
LEADERSHIP 95

-: . -lated to communicirtions,Motorola's
itf;1i,ulirr I u r e c c u fy c r l s . M o t o r o l a m i s t a k c sh a v cc o t t t i n -
1@t[0 .i J \\ orkillg oll projectsos far aficld rs a ued. A.n arrallstfrom r mlrket researchfirm. the
dldmruul-:,:l for c,vsticfibrosis and breahthrough Y.rnl<ee GrouD. said rhat M()forola ltas rnissedout
,t[umr - -l cathodc-ray-tube telcvisions. orr j r r s t a b o u t c v e r l r v i t r d o r vt h a t h a so p e r r e d F ' or
- .:rs I'r'e lerrned Motorola does rcally cxrmplc, w l r c n c o l o r - s c r c e p
n l t o n e sb e c a n r cl l o t irt
llrruillll ':.: it lot'es complex problems," Zandet 2002. Mororola c o u l d r r o t p r o d u c c t h e m i r r l a rgc
- -: :tlor€ things ate gnarl5 the better folks vcrlurnes,utd Samsuttg moved in to becornc the
,m[q
urol,.r- .: ltou'to do it. I said,'Look Folks,we've n u r n b e r2 c e l l p h o n e p l a v e rb v r c v e n u c .
;ulr' :;ral herc, a uat'chest of technology.Btrt B e f b r el r i r i n gZ a r r d c r ,M o t o r o l a e x i t e t it h e c l l i p
,u - : : o p i c l <o u t b i g b c t s .W e ' r e g o t t o n a r - b u s i n e s su , h o s e b o o r n - r n d - b u s tc l c l es d i d n o t
- r r t l o l rn ' " ' \ F o r t u n e ^ p . I 2 8 ) . fit uell nith tlre rest oF the companr.Motorola
- r ' \ . M o t o r o l a w a s d e f i r r e db 1 ' b i g b e t s n o u h r s f i r e b t r s i n e s s ccse: l l p h o n c s ,i n f r a s t r u c t u r e
$li
t'" . . , 1 i ,r v i t h t h c b i g b c t s l u r d l n g i t o n e v e r y e q u i p m e n t . t \ v o - \ v a \ r a d i o s 1 ' s t e m se. l e c t r o n i c
i 0 0 l i s r i r r t h e r a r r k i n g ' sf i f i 1 ' - y e ahr i s i o r ' 1 . equipment f,rr automobilcs.alrd cable TV.
r r o d e u p t h e l i s t o n t h e l c g a c lo f i t s l e a d - F . n r p l o v m e n ht a s d l o p p e d l r o n r I 4 7 . 0 0 0 a r t h e
:r car radios. path-brealdngwallde-talkies u e a k t o 8 8 . 0 0 0 i r r 2 0 0 4 . I ' r o f i t sa r e a b o t r t $ 8 9 0
'-. U.S. At-) in World War ll, m i l l i o n o u s a l e so f 5 2 7 b i l l i o n . S i l r c cZ a n d c r h r s
:rrir.lctorsn edge<l inro everl'thing fronr b e e ni n c h o r g e ,s a l e sr r t d p r o f i t sh l r c c l i m b c ds t r b -
- ' t ' i l c st o r v a s h i n gn t a c h i r r e sr n . d f i n r l l v c c l' stxntirll\'.
.:lcphones. a b u s i r t e s Ms o t o r o l r d o m i n r t e d
. : r i c l - 1 9 9 0 sS . i n c et h o s ed 1 1s . M o t o l o l a h a s Z A N D E RA S A L E A D E RA N D M A N A G E R ZANdCT
- -l considerrbll i n s a l c s i t r c o t n p a r i s o n t o g r a s p s t h . r t r c p a i r i n g r h c c o m p a r r r ' ' si m a g eis his
- . o m p a n i e so n t h e F o r t w n e5 0 0 l i s t . f i r s t o r d e r o [ b u s i r r c s s H. c s a r s h e u i l l j u d ge his
., )tololJ's slide is erplrrincdbr otte flop aftcr' s u c c e s su h e n c r i t - i c s t o p a s k i t r gi f M o t o r o l a i s a
:i.rcrfi'om the mid-1990s fonvard. First it failed d i s p a r a t c c o l l e c r i o n c l f s r . r r r d a l o n cb t t s i n c s s e s .
" r r i c i p a t e t h c w o r l d r . v i d es h i f t t o d i g i t a l c e l l Z a n d c r i s s c a r c h i n gl t t r la' m i s s i o r ls t x t e m c l l t .H c
' rc' lrrd eliowed Nokie to o\crtal(e it ls thc s . r s1 . " T h c r v o r l d u a t t t s m e t o c o m c u p u i t l r t h i s
. " . 1 ' sn u m b e r I c c l l p h o n c m r l < e rO . ncc a leader' gr.rnd vision. bttt rvltat I'm hearing fiom ctts-
. i i r c l e s si n f i ' a s t r u c t u r e q u i p n r e n r ,M o r o r o l a ' s t o n r c l ' sr i q h I t t o r v i s r o e x e c u t ea-."t. l r d d e l i v e rp r o d -
: . k c t -s h a r cs l i d r o l 0 p e r c c n ti n 2 0 0 3 . T h e c a b l e u.'ts, .rn.l" make the ."ntpony f-fti.i.,tt"
-.rts revenuesclcclirrcd49 percent sincc the cablc ( F n t ' t t r t t (p) . 1 3 2 r . S o r v h i l eM o t o r o l a m r v n e e d I
. r r p r n i e s s l o w e d p u r c h a s e sa r r d M o r o l o h l b l l r n e s t c rp l e n ,s i m p l yk c c p i r r gp r o m i s c si s r n c q t r a l l l '
' - ' [ i n d t o c o m p { j t i 1 6 risn d e l i v e r i n gt t e $ p r s d u 6 1 t . u f g e n t c o l ' I c c l ' n .
\ l r r r o r o l a ' sb i g g e s tb l u n d e rw a s t h c t e n - p l t l s) ' c e l ' \ Z a n d e r s r v s h e t r e e d sa l i t r l c r n o r c t i r n e t o f i g -
. r r d 5 2 . 6 b i l l i o r ri t l o s r i n n o u - b r n k r t t p t l r i d i u m . r r r c o u t u h r t r h e m i s s i o r sr t J t c m c l l ts h o t r l db c ' " T
:lrc satcllite netu ork lhmous tbr its bricl<-sized m c J l r \ v c ' t ' ca c o t D m u t r i c a r i o l cl so m p a t t r 'B . ltt rve
r r e e dt o g e t n , l t a t \ \ c \ v r l l t t o i d c n r i l l rrith in
l r l r o r t e as n c ld o l l a r s - p e r ' m i n u tien t e r n a t i t l n acl a l l s . s r i l l
Motorola developcd l reputation lbr orvning t h i s r r e r vm i l l e r r r r i u m "\ F 0 r t u i l ( .p . 1 3 2 ) .
kiUcr technologl' that got sruck in rhe labs. Srvs Z a n d e r i s c n l i s t i r l gl r c l p h r v i s i r i n g i l l v c s l o r s
i:
- - - . "r:l
1- T o m L v n c h . a G e r r c r a l] n s t r u t n c r r tC o r p o r r t i o n a n d W r l l S t r e e ra n a l y s t st ( ) g e t t h c i r t h o u g h t s ' H e
veteran rvho norv runs Motoroll's cell phorre a l s o a s k c da f i l r n t e r c l e c t r i c ael n g i u e e l i n gp r o f ' c s
- - ! - l \

-. ,!r-
b u s i n c s s":T l r c r e a r e c n d l e s sc x a r n p l e os f i l r s t a r t c e s s o r t o c o n d t l c t i n v e s t i g a r i o r r isn t o M o t o r o l a ' s
,.- .ll rvheretltc companvhasblazeda trail 't-ndsolrlcone t c c h n o k r g y .a n d i s r i s i t i n g t c l c p h o n e c o l n p a t t i c s
c l s eh e sr e a p e dt h c b e n c f i t s "\ F l t ' t u n ( , p . 1 3 0 ) . aroundrhe rvorld.
,-4.! I cntttinaetl)
.i
 96 CHAPTEF
3 / CHARISMATIC
ANDTRANSFORMATIONAL
LEADERSHIP

.* *#;** ,'jilh*:ii:ilj
i,',ffi
t*iil#iltxj'*.h:,.
:u:,;ffi +,t1".'tlffi:i:?iT:.1riit't, ff Ljji,{n*,,.
:t,
*!,:i]*il*.ilTliff;;
*,l ti :'i ***iltj]';.dr+
irilr;''ir'r"r.
:#n:i"lr#'fi
1;;*rj;:n:rilii*;;:m:x1ru,..,:*
collaboraring
,.-" ,n..::1,;-;";;,
yo,a,ni,..""i.,,,.
'dil'ff
i-*;il'jl:';;
.l
Market
shrrei'ceuDhorrcs
r,.-
rvork
iJ"l.J
i:j"?:),,:,
r ..lf
togetrrcr,
rvir'k'r ,"a uted to,h.,,r,l"ili;'_il;'lt:,r^'.::j,l
),.,
;;;,,.,'';ffiillil;t#i1",::i"il:'l'J,ffirr,l"?.i::,.xHi:.-;
,:illl,^..1f:#';:,;i1i
i,;iii,l"fififu:1 *...
ff:';*:+i::;#;i,ffT,y
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':nil:'.if,'J,#;" ; ;r,r;;,il;;,,;;
, i,1:l:"t ,;: #';;.*,;"

LEADERSHIP
CASEPROBLEM
B
CHARISMATICALLY
CHALLENGED
CHAD
o.'.::.ilil;ff ,. ChadMcAliisre
r rrorkect
T :. :
IJj:,T1,
T.''1":
:';';,?:
o',ffi1ffi,lLli::
*:* iil
il:"ff [*-*--,
,il';T,,: irtr,',i]fri:
:Jff;fr*':.".i**i[,i*ix
tilllLiffi;;,,"i'#
J$
 LEADERSHIP
CASEPROBLEM
B 97

:,rt -:tr. lren's and women)s jewelry,, Chad responded, "Thanks for asking, Evan. As
. - - --:. 'rrr. For scveralyearsirr a ro\v. I m e n t i o n e d b e F o r e .I ' m w o r r d e r i n gw h a t y o u
thinlq is wrong with me. I receive a lot of positive
feedback about my perfbrmance, but I'm not a
-'----: -a\'his supert'isors were t'diligent ValuTrrcker.Also. lorr seemto changethe subject
{illmqffr
qi#ln- - -r ! rhe trichs of merchandising," when I talk rbout rvantingto becomea rncrchan
---fmp 1..:- rur-ilg the right products at the d i s i r r gs u p e r v i s o ra. n d e v er r t u a J l a y merchandising
rldfulp-- ----. "iits light inro rhe tclm." executive. \4lhat am I doing lvrongf "
Msnrur,. -.--; rositirre performance evaluations Heat}rerresponded."Eran rnd I liequentJl'trll<
- positive commcnts) Chad had a about the performance and potential of all our mer-
uftrlfmnrr,
llllmuFilul ' - -- ,:lient about his career al ValuMart. chandising specialists. You're a good performer,
iiittrh',l.*.' : i,re-lfir'e,vearsof good performance) Chad, but you lack that litde spark that rnakesa per-
, l um x- : : n r i r c d t o b c c o m ea m e m b e ro F t h e son r lcader.You go about 1'ourjob efficiendy and
"strilumi"L *-::rs. a group of merchandising and quiedy, but that's not enough. We want future lead-
il{nlrufi:. -- r:i.rlists rvho are regarded as bcing ers ofVduMart to make ar imoact."
rlll0l l lr .
' . .-rck ro becoming futtre ValuMart E v a n a d d c d . " l g o a l o n g u ' i t h H e a t h er ' s c o n r -
I-
ill]il]luil! . - i . i d e r sh o l d h i g h - l e v epl o s i t i o n ss r - r c h ments. Anotl-rer point, Chad, is that .vou rarelv
,iul I
' - - - ' l r r n d i s e rr .e g i o n a lr i c c p r c s i d c n t ,r n d trke tle irritiativeto suggestide.rs.I was a little
rllil i
- ' :::.r shocked by your request for a three-rvaycareer
lrr: , ,'. :ne s $'hen Chad inquired as to rvht. he intervie'r,v because it's one of the fbw initiatiles
' ::cJ to join the ValuTracl<ers. hc uas told you have taken. You're generallypretfy laid back."
k ' : -i not quite readl' 16 be included in this
t" - "Then u'hlt do I have to do t<-rconvince yorr
. : -l Hc rrls alsorold to uot be discouragcd trvo that I should be a ValuTrackerf " asked Chad.
-.( companystill valrredhis contriburion. Heather replied, "Start acting mtrre like a leader.
: lav Chad thought to himself, "I'rn Be more charismatic. Be more personally rnag-
- . : . , * ' . r r da g e 3 0 , a r r d I r ' " a n ta g r e a t F u t u r e nelic." Evan rroddedin agreement.
' - :ctail businessnow." So he corwinced his

il.
: . - - :r t t c r c h a n d i s i usgu p e r v i s o r( E v a n T v l e r ) ,
- - *_1,d .o'.'. - .-rrference ^^-r^-^^^^ .,,icL fL---
with --
three people:
,--.. his boss, and his boss's boss (Heath.er 0
ar" UESTIONS
[,_ ' - - . . t l l e a r c am e r c l r a n d i s i nm
r g a n a g e rH . c l c t 1, What career advice can you offer Chad
, -,-. iorol. in advance that he wanted to rall< McAllister?
--: his potential for promotion. 2. What migJrtChad McNlister do to developnrore
. , . 1 n s t a r t e d t h e m c c r i n g b 1 , s a fi n g , " C h a d . cnaflsmai
"- r.rps you can tell Heather and me again rvh1, t is o p i n i o n o f t l r c f a i r n e s so f ' t h e
Yl.: ,vour
r c q u e s t e dt h i s m e c t i n g . " ValuTrackerprograml