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INARA DETRY ADITYA

2101726433 / LC21
GSLC 1 (25 Maret 2019)

Attachment-1

1. Briefly describe the attribution theory of charismatic leadership.


= Charismatic leadership is one model utilized by academics and experts in organizational
leadership to determine which traits, behaviors and activities help inspire and motivate
change in a company's workforce.
Conger and Kanungo (1987) proposed a theory of charismatic leadership based on the
assumption that charisma is an attributional phenomenon. Subsequently, a refined version
of the theory was presented by Conger (1989) and by Conger and Kanungo (1998).
According to the theory, follower attribution of charismatic qualities to a leader is jointly
determined by the leader’s behavior, expertise, and aspects of the situation.
Charismatic leadership qualities were evaluated based on how followers assigned certain
attributes to persuasive, inspirational or charismatic leaders. Charismatic leaders were
identified as utilizing interpersonal skills such as social and personal identification,
rapport-building and the internalization of common values in order to develop
emotionally-resonant connections with their followers. However, this theory focuses on
what the follower believes about the leader rather than how the leader behaves with the
follower. In essence, it operates from the principle that charismatic leadership exists when
a follower says it exists. For example :
• Leader behaviors
– Novel and appealing vision
– Emotional appeals to values
– Unconventional behavior
– Self-sacrifices
– Confidence and optimism
• Influence processes
• Facilitating conditions

2. Briefly describe the self-concept theory of charismatic leadership.


= House (1977) proposed a theory to explain charismatic leadership in terms of a set of
testable propositions involving observable processes rather than folklore and mystique.
Shamir et al. (1993) revised and extended the theory by incorporating more aspects of
human motivation and a more detailed description of the underlying influence processes.
Evidence of charismatic leadership is provided by the leader–follower relationship, and a
charismatic leader has profound and unusual effects on followers. Followers perceive that
the leader’s beliefs are correct, they willingly obey the leader, they feel affection toward
the leader, they are emotionally involved in the mission of the group or organization, they
have high
performance goals, and they believe that they can contribute to the success of the mission.
Attribution of extraordinary ability to the leader is likely, but in contrast to the attribution
theory by Conger and Kanungo (1987), it is not considered a necessary condition for
charismatic leadership.
For Example :
• Leader Traits and Behaviors
• Influence processes
– Personal identification
– Social identification
– Internalization
– Self and collective efficacy
– Emotional contagion
• Facilitating conditions

3. What problems are charismatic leaders likely to create for an organization ?


 Unsustainable growth
 The charismatic feedback loop
 All style, no substance
 Being beyond approach
 Being in awe of the leader reduces good suggestion by followers
 Risky, grandiose projects are more likely to fail

4. In what type of situation is a charismatic leader most likely to be beneficial?


= (1) making them more aware of the importance of task outcomes,
(2) inducing them to transcend their own self-interest for the sake of the organization or
team, and
(3) activating their higher-order needs.
Effective leaders use a combination of both types of leadership. Leader Behaviors
Transformational and transactional leadership behaviors are described in terms of two
broad meta-categories of behavior, each with specific subcategories.

Transformational Behaviors
 Idealized influence
 Individualized consideration
 Inspirational motivation
 Intellectual stimulation

Transactional Behaviors
 Contingent reward
 Active management by exception
 Passive management by exception

5. Briefly describe the theory of transformational leadership proposed by Bass.


= Several theories of transformational or inspirational leadership were proposed, but the
version of the theory formulated by Bass (1985,1996) has influenced leadership research
more than any of the others. Building on the ideas of Burns, the essence of the theory is the
distinction between transformational and transactional leadership. For Bass (1985),
transformational and transactional leadership are distinct but not mutually exclusive
processes.
With transformational leadership, the followers feel trust, admiration, loyalty, and respect
toward the leader, and they are motivated to do more than they originally expected to do.
According to Bass, transformational leadership increases follower motivation and
performance more than transactional leadership, but effective leaders use a combination of
both types of leadership. (Transformational and transactional behaviors). The original
formulation of the theory included two types of transactional behavior:
contingent reward and passive management by exception.
Contingent reward behavior includes clarification of accomplishments necessary to obtain
rewards, and the use of incentives to influence subordinate task motivation. Passive
management by exception includes use of contingent punishments and other corrective
action in response to obvious deviations from acceptable performance standards. Another
transactional behavior called active management by exception was added in more recent
versions of the theory (Bass & Avolio, 1990a). This behavior is defined in terms of looking
for mistakes and enforcing rules to avoid mistakes.

6. What are similarities and differences between charismatic and transformational


leadership?
= The charismatic leader is responsible or articulating the vision, and gaining
agreement and commitment to it. On the other hand, the transformational leader is open to
input and impact of the followers to the vision and this promotes power sharing. While the
charismatic leader tends to have a need to appear larger than life embellish him/her self, or
maintain a comfortable distance from followers so as to attain status, the transformational
leader does not fit such criteria as exemplified by the likes of Gandhi and mother Teresa
who work with, and among, their followers. The transformational leadership approach does
not accommodate or exhibit self-aggrandizement, as envisioned and practiced by
charismatic leaders. Also, the negative association of need for power and affiliation
being central to the charismatic leadership is absent in the transformational leadership
model. The concern and focus of the transformational leader is on the followers It is the
responsibility of the charismatic leader to continue to stimulate and envision her followers.
On the other hand, the transformational leader operates on the assumption that his followers
are visionary and just need a situation where that vision can come forward.
The common ground or both charismatic and transformational leadership theories is the
ability of both approach to influence followers and effect change in the organization or
group; the influence processes used by both are different, and there is continued debate in
the distinction between the two approaches. No one style of leadership fits all situations;
therefore, it is important to understand the different leadership frameworks and styles. Once
this is done, the leader can adapt his or her approach to fit the existing situation. The
two leadership approaches exhibit interactions between the leader and follower; all the
conditions are not required to be met, and it takes time or such relationships to develop.

And the differences and similarities between these types of leadership. Differences: Under
transformational leadership, “leaders encourage their followers to be more innovative and
creative”, (p.171). “Bernard Bass considers charisma to be part of transformational
leadership but argues that transformational leadership is broader than charisma, suggesting
that charisma is, by itself, insufficient to account for the transformational process,” (p. 173).
Similarities: Mr. House reportedly considers both charismatic and transformational
leadership as being similar with “modest and minor differences. Studies show that a leader
who scores high on transformational leadership is also likely to score high on charisma,”
(p.173). It appears that both of these forms of leadership can be learned.
7. What new insights are provided by theories of transformational and charismatic
leadership?
= The nature of highly effective leadership practice

8. What can leaders do to become more transformational?


 Creating an inspiring vision of the future.
 Motivating people to buy into and deliver the vision.
 Managing delivery of the vision.
 Building ever-stronger, trust-based relationships with your people.
Attachment 2

1. Why is it so difficult to evaluate ethics and morality for individual leaders ?


= Because in different individuals have a different culture, and different religions define it in
different ways. The accepted treatment of women and attitudes toward slavery in different
cultures and at different times in history provide prime examples of how what’s “right” can
vary. Many people would define ethics and morality as identical, but it is helpful to view them
somewhat differently. Ethics are based on a set of social norms and/or logically coherent
philosophical principles; morality is based on a (usually broader) set of beliefs, religious and
cultural values, and other principles which may or may not be logically coherent. Morality can,
however, form the basis for an ethical system. There are definitely times when ethical
leadership is more difficult than not – when there are hard choices to make, or when the right
choice is clear but unpleasant (confronting a nice person who’s simply not doing his job, and
making everyone else’s harder as a result, for example, or acting against your own self-
interest). In fact, the difficult times are when ethical leadership is most important, because the
stakes are high.

2. What are some examples of ethical and unethical leadership?


= Ethical Leadership
 To serve followers and the organization
 Attempts to balance and integrate them
 Acts in a way that is consistent with espoused value
 Encourages critical evaluation to fins better solutions
 Uses coaching, mentoring, and training to develop followers.

Unethical Leadership
 To satisfy personal needs and career objectives
 Favors the stakeholders who provide the most benefits
 Does what is expedient to attain personal objectives
 Discourages and suppresses and criticism and dissent
 Uses deception and distortion to bias follower perceptions about problems and progress

3. Can unethical behavior occur for a leader who has proper values and intentions?
= Yes, an unethical behavior can occur for a leader who has proper values and intentions. If
we see leader’s cognitive abilities gets impacted by what action he perceives. And it can occur
when the employer making it psychologically unsafe to speak up, applying excessive pressure
to reach unrealistic performance targets, and not making ethical behavior and integrity a routine
conversation.

4. Why is it important to study ethical leadership?


= Ethical leadership is not only important because it leads to financial and strategic success
for organizations, it's important because it's the right thing for the greater good. In this lesson,
we'll discuss why ethical leadership is so critical. And ethical leadership from the top is very
important- because it creates an environment in which lower-level ethical leaders can
flourish- but ethical leadership at the supervisory level has a huge impact on followers’
attitudes and behavior. Also ethical leadership can create an open conversation, and working
practice, that encourages the sharing of ideas, knowledge and vision so that the benefit of the
learning is shared. The leader must also compel others to follow the lead that he/she sets by the
standards that are reflected in the way they live, influence and inspire.
5. Compare and contrast the following theories: transforming leadership, servant
leadership, spiritual leadership, and authentic leadership?
=

 Transformational leadership is a moral leadership because transformational leaders


inspire their followers to look beyond self- interest and work together for a collective
purpose.
-Leaders attempt to raise followers morality and motivation via an appeal to liberty,
justice, equality, peace, and humanitarianism
-The desire is to change and improve the social system by helping people become
their "better selves"
-theory that has the most emphasis on improving subordinate performance
-most likely to appeal to ideals and moral values

 Servant leadership
-Service to followers is the primary responsibility of leaders
-Servant leaders attend to the needs of followers by nurturing, defending, and
empowering them
-Servant leaders may oppose the best interests of the organization as a whole
-importance for leaders to oppose social injustice and inequality
 Authentic Leadership are individuals who are deeply aware of how they think and
behave and are perceived by others as being aware of their own and others’ values.
-Emphasizes the importance of the consistency in leader's words and actions
Positive core values: altruism, kindness, fairness, accountability, and optimism
Leader self awareness: emotionally mature, and know who they are and what they
believe
Behavior: do not seek leadership positions to gratify a need for esteem, status and
power, but rather to express and enact their values and beliefs

 Spiritual Leadership is comprised of the values, attitudes, and behaviors that are
necessary to intrinsically motivate one’s self and others so that they have a sense of
spiritual survival through calling membership. Transformational, Authentic, Spiritual
Leaderships.
-Leaders who increase the sense of spiritual meaning in the work
Transcendence: Development of a sense of "calling" where the work has meaning
and value beyond any economic benefits of the job
Fellowship: Development of meaningful connections with others that bring joy and
wholeness

6. What are some individual and situational determinants of ethical leadership?


 Community or national cultural values & beliefs: unethical behavior more likely
to occur in cultures with high power distance and uncertainty avoidance
 Organizational culture and reward system
 Follower characteristics: low self-efficacy and self-esteem; beliefs about positional
power
 Abusive supervision: leaders who behave in aggressive, confrontational and
demeaning ways; common in organizations that lack mechanism to limit the power
of the chief exec, abusive leaders are more difficult to retrain or remove once they
have been elected.

7. What can be done to increase ethical behavior and decrease unethical practices?
 Increase ethical behavior
o Set clear standards of ethical conduct
o Model ethical behavior in your own actions
o Help people find fair and ethical ways to resolve problems and conflicts
o Oppose unethical practices in the organization
o Implement and support programs to promote ethical behavior

 Decrease unethical practices :


o Create Policies and Practices
o Hire Right
o Develop People's Understanding
o Put Controls in Place
o Build a Culture of Transparency, Openness, and Communication
o Leadership Must Walk the Talk

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