dubrin chapter 3

68 cHAprER 3 / cHARtsMATtc AND TRANSFoRMATToNAL LEADERsHtp

In luly 2004, Steve Jobs said he expected a fullrecovery from cancerhi,iil";,';l;ffi;il::3:TJ;:Tffl:':,JrTx:^ppl". Computer, Inc., and pixar Animatioi st.raior,would fare without Steve_who some consider thecompanies, soul_at the helm. ."Vtr4rat

mJke, hi_very hard to replace is his charism",;rjJ*irra"rrryanalyst Rob Enderle.

Jobs sent an emailto Appre *d ot"* ;o?.J::f *:Li: Jtrii # ff jhad successfi,rl surgery to trear a form Jf pn ,...ati.cancer) an islet cell neuroendocrine a_oa.'Th. ."rr_

cer. rs extremely rare and easily cured if diearly, as Jobs says it was in his case. f";r;;%employees and investors that he ."d;;;r'frrllery and planned to return to work Uy th" ,r"*t.

Apple and pixar both have f.ra""f,l" ,".p^[ans, according to Appl" ,p;i..;;;;;Co19n.. nut analysts are uncertain who wor;::,1-l:"r.Alqr..

..r{e,s iconic. H;;, ;;,L.-1,:_*,Apple

name and the driving-fo'rchind Apple's reemerqence,,, said *JVr-, lAiO$1tierre1

.,If anythin! nappens to him, it,l b.lblow to the company.;l

he concerns about steve.lobs discontinuing his leadership roles at Apple

l'il:'",":tr'r'.i::fl :'::1,"-:':i;*:lio""onattachtohavinsach' madc at the head oran org"ni' ;;;-. iilffir'iiifiil:flllf ;#;J;JJlfffi'J',f;il,,iiil"'i"" ir 'r" .'"i' 'r"o'v, d", L.;;;;'L i-po..".'.In this chapter r" rl13r. the meaning and effects of charismatic leadership,

::ffi :".;:'#';i:lf ::::i.1F;F;;f, r.ud..,rormvisions,andhowoned,ops charisma. we also des cri be :h" ii;r;ry ;.il;"#;:ffiffi: ffij::J.?lmational leadership. Finaty, we look *,ri i*r. side of 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., t",", d.fi;;, to make charisma a usetur ..,,..,]in understandine and practicing t ^a"rrni[." iir;;;;; ;"T"t].nu "tttt concepr"divinerv inspireJgift." in the,.iau

"ir.,l"l,n;':::fk:,:"::::,\, word meanins

".s whos" orr-or.i-^.r.*rc ,nrr ^-*-^^-.r,----htg'

char5ml is a special quality ofleaierswhosepurposes,powers,andexrraordi"*#;;'fi JItR::"lr:lyf.Sf:*others'2 In generar use, the term ,torrr*rtirmeans to have a charming and colorfirr

lr"ff;*" such as that shown by b"rk.;;url sensation yao Ming or soccer star Mia

cof lege.hmco.c omlpicldubrin5e

r@ o rNowr,nocscharisma.

BANrc contains a sampring of additional definitions of

Thevariousdefinitionsofcharismahaveaunifyingtheme."n"n;;G

ilLT-ff:'T^:::"il 5,^,y;::: i::::t::

:r' 1,herg want,o be red by,ha,person' The phrase many others is chosen carefulry. F.* i"";;;rH:::"iJ"iT:charismatic by att of their constituentr. i;;r. in point is BiIl Gates, the chairman andcofounder of Microsoft c"'p"r"rionl;;;;""- surfaces frequently in discussionsof charisma' Despite ri:

wid; upp.J, -"rv p.opr. .";rid.;;r;to be brash, out-li"lX.?.lli.f ';i"ffi l|l7;;l#3;;t ;i'a"-ori'G;-.'.;;etition-hardry

THE MEANINGS OF CHARISMA 69

Giventhatcharismaisbasedonperceptions'animportantelementofcharismaticleadership involves 'n ..)o't'il'*1^^a!vv g';t'p -*uers about the characterrsucs

o r l e ade ri an d the "'" 1 ; ; ;h;;' ; l'' ": : l:.l l'.0'l;;':'nlU;'T'*:fi 1'#;:lo5 TI-

*ri",,"::trt'J|JH:;":iill'fiTi'.':4.i'i;r;;';r*l:ff .:TJTi,:::ffi:because they lead to otnt' behavioral outcomes' such as commltmel

,u.rifitt,omd"hl*ffffffit hn.tr-u t?llo that the network a person belongs to

influences tnt ntt'iu,,Jo"';; "t 'nt -u*t''t'nJl;d" in'the itudy were police

workers who rated t* il;;;"' of a police org"nization "io t*T;tt

ffi? i::T;ductory business t"tt" *no tated the charisma of their proiessors

that network members influenced to some .ti"na*ntttter the study participants per-

ceived their leader "r";'r"*;

tr Ui .fr"iirrtatic and that perceptions of charisma

were the closest "-tJ;;;i;;;'

*lttti" "t*o'tt'''

s4rat about you! Are your per-

ceptions of the charii* "ffit

p'ort"""'i"n""nced by the opinions of your net-

work membersf

l *r *;::irt'i{1': :ff'T;:'ili*'tionsr'ip or interactioi b:*:^':.Tti:,1:1';;;;

Uarismatic qualities to the leader'

the peopte accepting the leadership must attr t relationships in

John Gardn., U"ti"""' "tt'"t

tttn'i'rn" 1P9ti1s to leader-consfltuen

whichthereadern*"lH'.Jffi ;*,g::'::*l##1T"r"i*:::il::i::-which the leader has an exsePuu'ar b'L '"^ --r"ra

is characterized by awe, reverence'

:n#"5*'.:tx"lH::t'*"t'tm};il*Jto'''ro""d"orwur-Mu"stores, had this qnt ti'Jr"l;;hip **' -""v"i;i;;-pl"v;es' walton's most avid

supporters believed n. *"r^"" inipired .*.liraiu. to *hot" they could trust their

careers' "'^ i-nression management to deliberately cultivate a certain

l":.lmm*.t"#ffi:ln::til;i:l?;'J" 'n'v take steps to create a ravor-

able, successzur irnp#io"-,'l...g"iri"g ** .n."p.rf.p.i""t of ct'nstituents deter-

mine whether thev d#;;;";'li;;-t-#*:-il"'' Folio*i"'_T' *o of the manv

propositions 1o' to"ti"'ions and i"tt'p"o'il"li"nt*a r'v^Tllt:- L' Gardner and

BruceJ.Avolio.o."plni,,howcharismaticleadersuseimpressionmanagement:s

l Charismatic leaders, more than 1o't:h11:-utic

leaders' value and pursue an inter-

rerated,.torimuge"i";""*"r1::t:*tl$:lf ryt:".:'J.'X"JJl*fi '$-i5,

m"*T"[11i,ilil:"1]i;"i,i'"0"'Tih]T"%;;'ti'g".'dmaintaininsthese

, Um,';*i;i:*: ]|f:t:ilfi'"o":,1::i'-"'ic readers' use the assertive impres-

sion manage-""."?".""jr;f ;;;r"prin.".i"" ""a promotion to secure and main-

tain desired t-"r":"#tf;;; ;;;;''itti"'i'iot" and their organization'

ImpressionmanagementSeemstoimplythatt l reseleadersareski l l fu lactorsinpre-senting "

.harismuti.-i"." i" af". *o.'d. got do. behaviors and attitudes of truly

charismatic leaders go well beyond ,*p.riJi "rpecrs of impression management'

70 CHAPTER 3 / CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP

sucri as wearing *rnt"l1ll._:llthinS or speaking well. For example, a trulytn5l;1*":,fi*::ij:,,1 l" .::i,Jpo:i-i; v,srons ior sroup members.charismaticleadershipr'p"Jrri""'r,a.i;;il::;;;rtTJ'ril':?,:T

*f ;*: j.*:,,_*l::*:**. ;;;;;'qi,.,tio,,i,,g acceptance or and ithe teader. The grouo members -"r, *'rrrg;";#i [::iiffilTffilTJj'."111il,i",11t^::^0".1 '-;;;;;;

"r,he charismatic reader and in rgoals. Finallv, rhe constiruents musr rr"". "*""#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:

*".tff J "I:."::j"..:o :r;;l.1 m. o1, or rh arism ati c te adership that de fi nesin terms or its errects. A- charismaal r."#, 1..fiil",T1T.]il:T liffJ5

l;'L-;:1"::i^.:,.1i"*.omes to * ,r,rrr*"'y high degree. Charismatic tea&has taken place when exrraordinary r.u.r, oiiHr:d:ffi:r:i;H:fi[ fi$

,nil:::|:HJ:ll members-specifically, when the r""a., r,l, p,od.,."d ti

1' Group members' trust in the correctness of the reader,s beliefs2. Similariry of qrouo members, beliefs to those of the leaderl. lSCu5sUonirig ,...p,unce of the leader+. /.lltectron for the leader5. Willing obedience to the leader6. Identification with and emulation of the leader7. Emotional involven8. Heightened.goals

"l.rlrl?ti;T.Hrnembers or constituents in the mission

9' Feeling on the p".t 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 these effects on peoplcnyet many of them

it_n, take prace.

lew profe,ssio,'ut" ioafi'd, """-pt", are likervto have unquestioning acceptance of the leader because most professionals todavexpect leadership to be someih"t ,h"rJ

^v$vvr vvlduDL r'.,st I -lane A' Halpert factor-analyzea fr,da.u'y clustered) these nine hypothesizedoutcomes into three groups or dimensions, as outlined in Figure 3-t.s The first sixeffects refer to the power.*..r.J uy'rrr."lira".. in;.;;;il1i,_ituriry of berieft,affection for the leader' identification *irrrrna emuration oirr,lr""a.r) are related toreferent power, the ability a -n"."." oir.r, because of orr",r-d"rirable traits andcharacteristics' Threeother .rr..ir tgr."p -"-b., *.r*, ,rrrqrr.rtio.rirrg acceptance,and willing obedience).are.related.; .*n.1, pow_er, the ability to influence othersO".j:r". of one,s specialized k""_l.l;;'r?Xs, or abilities.The last three effects. are perceptio-ns relate d to the task or mission. Halpert notesthat these effects (emotionai i:r"'lr;;;"r, i.iglrr"rr.a g""rr,

"".t;erceived ability tocontribute) are concerne d with job r.*roir)*r*rtcharismatic leadersmembers to be involved in their j"br. t;;-i"volvement,, "-dfffi":.Jff3iilisatisfaction, and one .Tpin:"'

""an i"r provided .rrid"rr..'of the relationshipbetween charismatic leadeiship

"rJj;; r"lira.tiorr. using a sample of state govern_ment employees, the researchers r""na tnut -anagers who rated their own managersas high on charisma tended r" h; ilil;lJratirfa.tion with supervision. The study

I rTllssron

np'lish, c

on people,

, are likelsna-ls todav

rcthesized

!e hrst sixof beliefs,related to'traits andECePtance,nce others

Pert notesI ability tolge grouprnt of job

fanonshipF govern-

lmanagersfhe study

TYPES OF CHARISMATIC LEADERS 71

FIGURE 3-1 Halpert's Dimensions of Charisma

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

jobs.

Types of Charismatic Leaders

The everyday use of the term cbnr,isru,tL suggests that it is a straightforward and read-

ily understood trait. As already explained, however, charisma has different meanings

and dimensions. As a result, charismatic leaders can be categorized into five types:

socialized charismatics, personalized charismatics, office-holder charismatics, personal

charismatics, and divine charismatics.rOFollowing the distinction made for the power motive, some charismatic Ieaders use

their power for the good of others. A socialized charismatic is a leader who restrains

the use of power in order to benefit others. This type of leader also attempts to bring

group members' values in line with his or her own values. The socialized charismatic

formulates and pursues goals that fulfill the needs of group members and provide

intellectual stimulation to them. Followers of socialized charismatics are autonomous)

empowered, and responsible.A second type of charismatic leader is the personalized charismatic. Such indi-

viduals serve primarily their own interests and so exercise few restraints on their use

of power. Personalized charismatics impose self-serving goals on constituents, and

they offer consideration and support to group members only when it facilitates their

own goals. Followers of personalized charismatics are q4)ically obedient, submissive,

and dependent.Another type of charismatic leader is the ffice-hold,er chor'isrnntic. For this type ofl

leade r, charismatic leadership is more a property of the office occupie d than of his or


her personal characteristicg. The chief executive officer of the procter & G*"#.t;:l;,llfJ,lTj*;y:*,"$:::,l"il.io"rusterbutwourdro,"-o.nHffi f; ff ',l"mi:ru;a;;;;.;1il"''J.?'J::ffi ;;:,H'*'ffi ;g1lIffffi ::,:ff "J:ffi ;fffiff :.;,?

eryo n a / (not p e,'s o n a tiz e rt) c texerts influence whethe, he ̂ _ -L ̂ ^ ̂ _ T,

have in them. A personal cexerts influence whether he Jr she ";;il;;;:;;1rtl:ilrlrt::,"#i',,:Hor she has the rirht traits, ..g."*.Jrrirluio o"n*,"r:.-F;;"ii".r"r"ru o1

.::i1Xi-"Tfflk*"t:"*::*:liJllmanyasapersonarcharismatic.retiring from his position as,h; r?p_;;"ri;st.J:ffi; :ff:::it*li''ffo#with offers to serve on corporate boards andeventually aDoointed ac .F-FA+^--. ^1- -- . ,to make speaking appearances. I{e

"J'".:till,#ff iT{;}ff :::fi :';i*";;,#i'J;:T?TfJ11'#1ffi :,:;

An historicairv imoortani rype of charismadc leader is the divin, ,h^,r-,*1:ljr.;l#:T5l":*f ,f

ik;"#."l:grcar_concept:adivinecharismaticXft::::r::i::f#:' a gift or divr". s;; i; J n; ffi i#';:l::ll:'iT:#to lead people thr.,,,ol,",l'.l11it1tjf^l

and personally magnetic s""i". *rr" *orrla rrlto te ad p e ople throu eh "'..i,i.. vvr, J il# j#iLil11",:* ffi; %:"d:i:l ffi::"i;:::lili$ ti*::':':^'"::*:y;d;vf when he spearheaded the ipod screrar years rater, many --pu'y .fi G?lidi::ffitft: ffi.L:::.'J:j tras if he were a divine charit-"tii.

-f, ,J.rurota.. -""tirrgr, some stockhordescreeched and cheered as if /obs;;;;;us rock star.

I Characfen'sfics of Charismatic Leaders

rhe outstanding characteristic of charismatic leaders is that they are charismaticr rhryalso have other distinguishing .t ur".r"ri*i.J n"."or" .iu.ir-ltl" r..u component of

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 major organizationalchanges' As we look at the charac,.rir,l.J oilrr"rrr-"ai. leaders,rr you wrll note thatmany of these characrerirti., upptyio;;;;" general.

,h"'ll:;illl#1.;:llff fii?*Z*Jjil::.,T,.?ffi Tffi :T#i?:"lTff ::describes an ideal version "r,rr.

r"r"rJ;i;l;or. org"rrir".io;o.l' o.gurrizationarunit' The next section provides "aaiaonJ-iiror-"rii" "-i"i'riirr"" in leadership,including guidelines on how to clevelop

" rri"i chapter 13, in discussing the leader-ship aspects of business strategy) also contains inror-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,e trast. constituents believeso strongly in the inteerity. of charismaii."i."J*r. rrrat they wil risk rheir careers topursue the chief's visioi' cttutir-"ti.l.u;.;;" arso abre to rnahegrowlt rnembers feer

FFr-L)le .les.hsh e

I to

lcrI

CHARACTERISTICS OF CHARISMATIC LEADERS 73

copable. sometimes they do this by enabling group members to achieve success on

."Ltiv.ly easy projects. They then praise the group members and give them more

demanding assignments.In addition, charismatic leaders have an energy and. action or'i.erutntion. Like entre-

preneurs) most charismatic leaders are energetic and serve as role models for getting^anng,

done on nme. Erwotional express;peness fr.nd. wa'rvnth are also notable' A key

char-acteristic of charismatic leaders is the ability to express feelings openly. A bank

vice president claims that much of the charisma people attribute to her can be

explained very simply: ,.I'm up front about expressing positive feelings. I praise peo-

pt., t hog th.m, arri I cheer fun.."rru.y. I also express my negative feelings' but to

a lesser extent." Nonverbal emotional expressiveness, such as warm gestures and fre-

quent (nonsexual) touching of group members, is also characteristic of charismatic

leaders.Because emotional expressiveness is such an important part of being and becom-

ing charismatic, you are iirrited to take Leadership Self-Assessment.Quiz 3-l on page

Zt.n*rtthelp you think about a practical way of developing charismatic appeal.

Another trait of charismatic leaders is that they r"owwcticize rish. They enjoy risk^so

much that they feel empty in its absence. lim Barksdale, now a venture capitalist for

online starflrp .ompanies and former cEo of Netscape, says that the fear of failure is

what increasi, yor' heart rate. As great opportunists, charismatic people yearn to

accomplish activities others have never done before. Risk taking adds to a person's

charisma because others admire such courage. In addition to treasuring risk' charis-

matic leader s vse uncu,tc-tjentionnl stra,teg,ies to achieve success. The charismatic leader

inspires others by formulating .rruro"l sffategies to achieve important goals. Anita

Roddick, the founder of the worldwide chain of cosmetic stores called The Body

Shop, accomplishes her goals unconventionally: she travels around the world into

,r"tirr. ,rillag.r, ,.ur.hirtg out natural beauty products that in the manufacturing

process do not harm the environment or animals'

charismatic leaders often have a self-promoti,ng personality. They frequently toot

their own horn and allow others to know how important they are . Richard Branson,

the colorful chairman of the virgin Group, has relied on self-promotion to build his

empire, a collection of about 20-0 companies with the virgin trademark' Among his

"ntics hnve been flying arciund the woid in a balloon and sliding down the side of a

silver ball attached to"a New York city building. He also conducts much of his busi-

ness electronically from his private island in the Virgin Islands'

Another characteristic observed in many charismatic leaders is that they chal-

lenge, prod, and poke. They test your courage and your self-confidence by asking

q.rJrrion, like ..Dt your employees really need youl" Donald Trump regularly asks

hi, boild.r, why they cannot consffuct a part of a building to look better, yet at

Iower cost.Af inals t rategyforbecomingmorechar ismat ic isreal lyanamalgamoftheideas

already introduc-ei: being d.raintic awcl, wniqweinsignificant, positive ways is a major

contributor to charismalThis quality stems from a combination of factors, such as

being energetic, promoting yoot'"if, romanticizing risk' and being emotionally

.xp.Lrirre. lrrar"" Jung, th! irief executive of Avon Products, Inc., is dramatic and

unique in the sense that she expresses love for all the Avon ladies'


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

i)fll::ilroil: H'.''e how werr "'" "tl'l: Tli:*"* srareme,,rs desci..:r

(N). accurarety 1A1, ".'.tr"::.I;,J,;i;l',:'.'.'t'rv'vit' ln?;il;,: (I), 'cu:

t 'T;fJli::i:#;Jje I s,metimes sr'lout

' * "";:'3 T:"tgi#";ft

"':1;:';T: :J":l'

3. DLrr ing a.group meet ing, I have occasional lvexpressed d isapproval by shout ine an

:;t#;';1.'rch as "absolufcly uo"r" or

- f;"J:f ffi :;:'[ T,::H? iJHTJi;',*'J:i: ffi ,:il,:,' [::{;5,1,:H'ljH:i'"*

6. Manl dmes at socia l g l ther ings or business

l"'Jlli:',fi :i-:ffi ,T ked n e.

t l|ji*:pre

protusely r,r hen rhe1. do

8. I t is not unusual lc t:: *; ; jlillT "F fi ';r :*L::';' l'.x'.:-, ; t":,;m:xiltfi:: ; ;t,

WI N

r23A \-{

45

4

I0, \\4ten I was vounger, I got inro nrore thrn

H:iH: of physicar fislirs or shoutjng"

*"

t' j :;fj.,l:l'"* Lo e\press anscr roward

I2 . I have cr ie<J among f r iends more thal r orrce.

THE VISION COMPONENT OF CHARISMATIC LEADERSHIP 75

tt l#"JffT]e

have totd me thatram T ; : : "l

,. $flI:""'tord

me that r am cord

"

n,

.

'o

," H:'#;:tTiil:[ffi:;:::Hi*'* '1 216. It is difficulr for

another pirror,. t: t".:-o*"

"

t;t

:

n, 3 2 I

tt ,tJil:lll#tri:

I win someri-"'n":' ,, ,,

,

nn

,

:f ffi*ffiffi** ',',3 4s

"liff#",i"llii;Tl?i?1il#f'[ome. s 4 j 2 r

scoRING AND 'INTERIRETATTON.l{dd rh.e numbers you circled, ,na ur. , t . rouo*,n[a guide to yoLrr level oFemotionaliry wirh respect ro being charismatic and dynamic.

: ;i,i{ t ::#, 5:1 ,j"'ff :::l;T".;:3, 5 :::T:i' * wi,h v. u r c h a ri s ma M anvt 70-89: you, t.u.t of emotionality is abour right for a charismatic jndjvidual. you are

. [$x.*-i.i:: ;;, ffi ;.:' J: .'._ _.: ;::::::H,?tnT-t

more charismatic and clynamic, yo, -ur, *irn frrra ",

.***'"* n"",

III:, ?.t,*r. that emodonal expressiveness is a trait and behavior out of your reach or

inclination, direct your efforts toward developing other traits and behaviors ,rro.i"rJwitl-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.mgoal' An effective leader is supposed to have a vision, whereas an ineffective leadereither lacks a vision or has an unclear one. Creating a vision is one of the major tasks


;[?lfrT"lTffil*'J,*,-;?J:T,*lt"Xl " vision statement is rikery to be1. A reason for being. beyond making moncy2. Timeless, unchangrng core values3. Ambitious but

".hievabt.noJJ""

..#fflffiTJjff:*"* be established that setthe varues into acrion. Awen-,h.y;;i il;;ilffi:::::::::::'_io 'p:ld rs p...",

"i",i'"rlhme on wj"x xT,:Y;'ii:' ::r':F il;il;;E# :ffffi :Tffi1lff ,H::[Imprementins ,r-,. uir;llt',1t-"0

an. importreader,s role . This ,,

,-* (oI ensuring t",1. iffi":i H'."f,.r)Tli}.,"l}-;and the manaser ,-tffi::::tl: L: :o-ion that il fi";'.;.ut", th" ,,i*J1nd

the manager ir ' --vrrlv uru uprllloll that the leader creates the visio-'-i"ffiff';"r'iJ:"T}il#"1i,?:i schrempp,,h" ;;", chairman

vision' "The"chief should not be the orr" -n.t1ll-tl"tt lk".lelp execute his or Iand strategy. You should

"rr" r*r* r,irr;; ;;."

Just sort of guides the board on rriJ*i,ffi if#,;:":::*:.:;il,iilT["tHJi:f l,;.*T";fi .,,,r,"a.,"iVisions have becom. .; ;;;^;r.vJi: roor( nve years fiom now.,,r3

__

wallet-size oil;.".d,:t.$i,""U]T#::HT' companies have them reproduced mvision fits on a T-shirt. H.." are several r"-offTf,l;f ,lffiHld than

"" "n".#Auon pyod.wcfi, fnc.: The ultimate relatitfo, *oman.' -"v" L"' urlunare retauonship marketer of products and services

'';::#"::?'p01't,ti0n: To enable peopre throughout the word to rearize theirn-#:r?r!:!':::"The sffategic vision for vietnam Airlines in the next r0 to 2oand to u""-"

''1'lf;:':#::'#f'::

": "' :;;;:'oo.,*" efncientr'v'

ety for air ftansportation. - tne lncreasing requirements of the soci-Toonnoy Hitf'ger corporatiotr.:Be whatever our customers want us to be.

.Although many vision statemen* appear as if they courd be formulatecr in fifteenx#ihl+llT:::i:."T,',',*,::,,.:"{tr,tfu #*fi:HTfr 1,r,;;;6;rollowng sources as necessary: 'ruL'lnrormatron fiom as many of the

w Your own intuition about crevelopments in your field, the market you serve, demo_graphic trends in your region, *i-,tr" p*r"rences of your constituents.. ;i":"T::t'r::ffi:'::$:nlarists in;;"* predictions about the tuture) as it

# A group discussion of what it takes to de. #:x;n':[,""r.**t books, *i'ffJl!,: ;H:"::T li",* ;r.. $*??il1;H'tr'i#l$"iffi ',*,;;.,".,*ou,o,e arn

w For a vision for an rsome ideas a. -",.'jg"nizational

unit, the organization's vision. you might get:nmg your unit,s vision _ith th"t "i;"-"r;ization.

THE COMMUNICATION STYLE OF CHARISMATIC LEADERS 77

Leadership Skill-Building Exercise 3-l gives you an opportunity to practice visionfbrmulation. I(eep in mind that a critic of rtision statements once said that it is oftendifficult to tell the difference between a vision and a hallucination.

. ; i ' j-c-.

FORMULATING A V IS ION : : : 1

Along with your teammates, assume the role of the top management group ofan organizat ion or organizat ional uni t that is in need of rcv i ta l izat ion. Yourrevitalization tactic is to create a vision for the organization. Express the visionin not more than nventy- f ivc words, us ing thc guidel ines f icrdeveloping a v is iondescribed in the text. Come ro alr agreernent quickly on the orgarrization orlarge organizational unit thar needs a vision. Or choose one of the following:

r The manrr fact r r rer of an e lect r ic-powered atr tomobi le

r A d is t r ibutor of paid- for onUne music

I A rvasre disposal company

r The human resources department of a large company

r A manufacturer of watches retailing for a minimum of $25,000

-": Communication Stvle of Charismatic Leaders

Charismatic and transformational leaders communicate their visions, goals, and direc-tives in a colorful, imaginative, and expressive manner. 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 leadersregularly solicit constituents' viewpoints on critical issues. They encourage two-waycommunication rvith team members while still promoting a sense of confidcnce.lallere we describe two related aspects of the communication style of charismatic lead-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 anera of managing b), inspiration. An important way to inspire others is to articulate ahigh\' emotional message. Roger Enrico, the long-time dynamic CEO of PepsiCo,Inc., directed a leadership development program for selected comparry managers. Atthe 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 atthe top. You're now one of them."Is Conger has observed two major rhetoricaltechniques of inspirational leaders: the use of metaphors and analogies, and the abil-i ry to gear language to d i t fcrent audiences. l6

Using Metaphors and Analogies Arvell-chosen analogy or metaphor appeals tothe intellect, to the imagination) and to values. The charismatic Mary IGy Asfi 1ttolv


deceased)' founder of the cosmetics company Mary IGy Inc., made fiequemmêtaphors during her,career. To i.rrpir.T"r associates to higher perfbrman;T: l#'f; ;f:;'.: ;:::: : i : tig 1 9"' qi. ;' ;;, l;;il; *',?x i, l,,u .., oBut the bumbtebee doesn,t know that il;;..t;$f_"?,1t;::rffey.fiXffi':i:;:if;illli:?.3,:.,grro. in the,. terms: *women come ro us noril:"'ff lu'ff fl;#1'ru*ii'il;;"""";J'"f; !l;:T"Jlffi";jea.ri.ng Language to Different Audience.s Metaphors and analogilil:l; T?,:il.:r?f l:., :. 11.:: :1,:

ars o choose the rever of I an gua ge that n*nng6:J:':"i'qf *ilf :rr;"."ffi,;::*i;:.e;li"tiilgroup of Wall Streer finen.i.t ^î,-_^'-,sroup or watl streer financial "Jil; ;ili. ?:::"#'H.-:li:"#ffi

:i,T#iffff:inspire first-level

"-pi"v."r-,o keep working hard despite rinisalary rncreases. '" ..""r wurÎrti rlaro desprte li

An execudve,s abiliryrhtr.',"r;il'""1**:iL,1,.:"*H,',:y,i.jr;f:ff iffii"t jffi:;:T:,:"",:J-T,.:::::y:l::il.":J*"1ranguageoranoperativeemo[Ty#:::il'."::i.l]:",",,,1,:6;;;.;;:Tl,#'Jlil:#il,T':ffi .ffi Hil"liJf i#Jl;:;tff:"';XHl;:,';;TJf *""'"iJ:ffi1J#:f ilXM a n Age n e n"t . by " firy g: eAaq',"rtrttr##!;ewtl${wiw{#,"$#g#g:ilf,ii;:iiii!:ilititi:;!it;;i{:F;i:;

#:*:.ltt9:::t aspect of the.communication styr. of charismatic anrt rleaders is that they mi<e .xtenrirre ,.rr. of -.ot'sryre

or chansmatic and ffansformr

#run*t*i*:ii::x["'ffiil:'#il:,1#"#fril: j.ilfliffi ;bv terling rascinating ,,",r.,.-ir," ..r,rrTJ;:T:if:"TJ,il',:i:yrrJ;TrT.,THcompany culture. \44ren- D1l'rd Armstr:"lg *", an executive at Armstrong Internationa(he used the folrowing anecdote to reinforle t,,e importance of ristening ro customers:

Bill, our sales manaqer. wanted to add an obsolete feature to our company,s new fuhfinder' we thought -hr

*u, crazy. Bi.rl knew that we preferrecr only to offer high-endadvanced produ*s in order to hold .;;;.;;.rket share. The ,.flasher mode,,he wanted to add to our-fish finders *",

""J",.a, since it onry told the fishers

:iltil,T::,lTTfi;:r. o". ,'.*'.o-i"1.",.o moders -."rJ "r" indicate!\rho on earth would want the ord-fashioned fish finderf our customers, as itturned out. Many of them were ord-tim. nin..-.r, and didn,t feel comfbrtabre

;:1*: t}*?';i,Hl:]' *''n.;d;,hem rhev ;,;J;. kind orNobody agreed with Bill at firsr, but eventually he got his way. We put the"flasher" back on the fish nna... crrrto--.rl n.. ,titt car.ring us to teil us how muchthey like this feature' we've sord . i*;;r;"-tr, b..".rrJ*. rrrr.".a to the marker.i8After Armstrons te's this story,.he explains the lessons 'rustrated by the story. oneis, "Listen, listen, f,sten to your salerp.opl. and your ."rr.-.rr. c", direct feedback

THE DEVELOPMENT OF CHARISMA

and don't second-guess them." Another is, "Ask yourself if this feature is necessary.Technology is not an end in itself." The third lesson is that classic products can out-sell new products. Experts told the Coca-Cola Company to change its formula, butCoca-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 withtheir clients.20 Being 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.

79

CHARISMAT]C LEADERSHI.P BY NTTCOOiE

INSTRUCTIONS Gather in a small problem-golving group to develop aninspiring anecdote about something that acrually happened. or might havehappened, at a present or former employer. Here aie some'guidelines:

l. Make up a list of core values the firm frolds a""r, r,r.h as qualiry service, or

2. Think of an incident in which an employee strikingly lived. up to (orviolated) one of these values. Write it up as a story with a moral.

3. Sh.are your stories.with other members bf the class, and discuss whetherthis exercise could make a contriburion to leadership development.'

Ifl{lt3VAnOn:

r''rstormation{I:';::aqes acf6.

g :erm memberslrl.ing a strongn: Ii-rternational

;:,-, aLLStOmerS:

nt:: l \- s net ' f ish

o:ir high-end,

S:1 . : : lode"

L.-. ::hers

&- ' : r .Lca te

O::--::.. aS it

or:-: .rt.rble

k---: of

r - . :he

Ls r , .r 'much

I : --'ie market.Is

r' :re story. One

: d-:ect feedback

SOURCE: From "Management by Anecdote " SUCCFSS,.December fSSZ, p. 35. Copyright @ 19S2SUCCESS Publishing lnc, Feprinted by permission.

1 The Development of CharismaT

A person can increase his or her charisma by developing some of the traits, charac-teristics, and behaviors of charismatic people. Several of the charismatic characteris-tics described earlier in the chapter are capable of development. For example, mostpeople can enhance their communication skills, become more emotionally expressive,take more risks, and become more self-promoting. In this section we examine severalbehaviors of charismatic people that can be developed through practice and self-dis-cipline. We also look at evidence that charisma can be taught. The Leadership Self-Assessment Qrttz 3.2 gives you an opportunity to think through how muchdevelopment you might need in terms of personnl m.agnetisn4, a qrpe of sparkle thatattracts other people to you and that adds to your charisma.


*ry' * w *o* *o' :* *u* ** * o r"** oo "rr"* ruuror:ruun* roorr*r r"rnor ru*.THE PERSONAL MAGNETISM DEFICIT INVENTOBY

H:JYfff X*::T'IX H':1"1. ^T.?l_.,1i,-,courd be brocking;ffi;-:'?:1,,*ilil'H.1,":i:::,,$;":::';#,,i,113fr;,31;'**working. To tesr how *' I airqduy tecnrucal ly competent

sraremenrs in rerms "r#""."1^*lg,l:rirT yo.u have, responcl.to rh"sraremenrs in rerms of yes, x",

"ix", nrii.rilililfil

t j:.*:::: uroig time since you received newYes No

I T

I !

: :

assign me n rs and / or pr"_ o Jo',ir"; ; ;il[, j

#jT*}fikr#:*dx;,_[.

----tJ

l

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

ifffi f:: fl]liliil:':::ffi;]; iff*"ti}* *:iffi ff"i:$;lfii:'"'

:$n-;;;:ffi' ,

l n

tr I

n l L

T f-lU tr

: : :

r u

5::fl I l

tr Tl

,, m ::*f,J,".il::-,;=l- -;-:'^

= "

conversations bect

,-r"r,ffi;::::;",:::.." tr r trtt

l::',iiJ::l;?il';:-equentrv in .ace-to-race ! r r

"r*,ffiri'i;rt*'$;il1r3$Iffiil: r r rtNTERpRETATION Very few people would be able to say that they have had none or only

one of the twenry experiences just listed. But Y1u may need to develop your personal

magnedsm and your charisma if you have had fiw or more of these experience.s. The

inFormation in this section of rhe chapter and in the corresponding re[erences could help

you become more magnetic and charismatic.

Create Visions for Others Being able to create visions 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 sees beyond 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

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 save the 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

are a l 'ew feasible suggestions:

l. Get ample rest at night, and sneak in a fifteen-minute nap during the day

when possible. If you have a dinner meeting where you want to shine, take a

shower and nap before the meeting.

i l

: ';:',l :

t :l 1a .

: :::a

82 CHAPTER 3 / CHARISMATIC AND TBANSFORMATIONAL LEADERSHIP

2. Exercise every dav for at least ten minutes, including walking. No etallowed, such as being too b"ry;;;;;lr.a, or rrr.ir"",L*."u._g "t :yfl,.r

a heatthy, energy_enhancing diet.4' Keep chopping "*"y "t

your To no ist ,";"" do not have unfinishedon your mind, because they will drain your energy.An action orientation helps you be enthusiastic,^optimistic, and energetic-

[:i:f .,fl:, l: ;| .::j:i: ."*;i'."il,, o,, An acdon orientarion arso;:[i5ffi TH;,.T:' ;'r';#;; **;: il:ffi ""J:itri:*

:r:,,":,1j:,1ijlj;t"rr crosely related to

fe.his! enersy tevel orcharismastandins leaders ""n ,.1L,;1.?"Tr:d.:

I emphasize-tt . _Jra ^t*^, becaurstandingleadersandin&viduur.o,rrriu.,io;;ffi ilr##l::XT:{rrii::X

ifiil:;;ff i::."::*:l:ll!- i J ll",iuil' .n*i,maric a b sorb s th e ros s and nin another, more profitable direction. A;;;;. "l"rrb'rauc aDsorbs the loss and m

of executive mat.riur r" ",1" "^"11""::,T1-"i::,"trve

at a lglecom company said, 'Akill a failed oroiect *^,i"lT^.lifany

is whether the middl. _*"gi. has the srrkill a failed project. some managers become ;':#:#fr:::ffiT.'.11:H:j;ffiifji;J;:j:::j:^*l:l::j:*#",'ii,n",La have died rhey wist and <nnanciar inroimation ro. prove that ile,e ,, ,oiiiH",#li fi,ll; ilJJ,ilillTwith executive potential L"_, _t * io- f"fa'fri, or her tenr.,,Remember Names of People charismatic leaders, as well as other suc&Hf'fffj.T*|::3:TT: *:::r;;rp;"0," thev have seen onrv a rew(Sorry, no charisma crr "

vr PruP,c Lney nave seen only a few tiIhis abiliw is nrrrl_. ,;:r:^rii:.Tembering

rhe.names of everydaywork associaIl':,T::f; ;: p artrv due'" ;; ";; ;:ffi lTff ilffi #yrH::::.i::The surest way to remember names, ,n.,*ar.., is to really care about O.;Failing that, the test way to remember a name is to lirt.n careC

lifilJ#il*ffijf,:*j:3"*i"Tj:":'iin""9"canarso",.J:,l""$".u:mand gimmicks ava' a bre. ro: : ::;l t; #;, ; Jff ;T,S::":,Tr?l::l ntr

Ht"iJt"ti* tff*,nlirrt* example, ifyou"meet a woman named BetsyApptewhite, you

:Uxj, .;HTtfi iJfi::i:',:tr'fir'J:**:,i"#il1 *i:rMake an tmpres",i:

!:::,1:!"," lu.:i:11r", a polished appearance, a personcan make slight gains in.projecting a charismauc image. A few peopre can make greatgains by lookins uooa. Ratph i;";;;. most successr.ri asrrion designer inAmerican historvJ:1, a.readeriho rr", .?ir""..d his charism" irrr""gi, his impeccabrephysical upp""run... Given that rr" irl"'i'rr. ashion-business, a *Rarph Lauren_like,,appearance is important for his personar im"g. ",

werl as t" rr.rp urrrra u brand image.However, in most cases the ^effe.,

or-upi.*"nce depends on the context. rf ex_quisite clothing and good r""r.r iorr. ;:.d" "

p..rorr'; ;;;rc leacler, thosermpressive-lookinq store associates l" "p*"t" J.partment stores would a' be charismaticleaders' ThereforJ, in attempting ,o .nh"n.. your charisma through appearance, it isnecessary to anaryze yon. *ork environment to assess -hut typ-. of appearance isrmpresslve' Rarph Lauren, with his exquisite ,"r,r, ."#ri"iffiri:'.-et handkerchief.

hes"-kr

opic-ruTtf-tf,en{name

l- \'011t L'e:-tnedi-

Er\ongreatrer in:cable-Iilie"

nage.It er-tlosernatic;- it isnce isrhie f,

TRANSFORMATIONAL LEADERSH I P 83

!!

lli

:,: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-years there 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 assessment of a situation, whether the assessment is 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

charismatic is 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'

Research with a group of German managers demonstrates that certain aspects of

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

in two studies with a total of forty-seven managers. A research design was developed

to compare public speakers who had received training in the behaviors of inspirational

co-munication with public speakers who had not received such training.

Measurements of charismatic behaviors were made before and after training'

The training consisted of teaching managers about the verbal (spoken) aspects of

inspiring *o.L..r, as well as the paralinguistic (nonverbal) aspects. As part of the

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, "lro

used. The-training produced several good results as measured

by."tl., *ho listened to the inspirational speeches-in the use of gestures, metaphors,

and emotional appeals. Similariesults were not found for untrained behaviors'24

i

.::::,

:ollege.hmco.com/pic/ @ O f<NOWf-nDGE BANI(: Details of the study are presented in the Knowledge

dubrinse Bank.

1 Transformational LeadershiP

Transformational leadership focuses on what the leader accomplishes rather than on

the leader's personal charaiteristics and his or her relationship with group members'

84 CHAPTEB 3 / CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP

As mendoned previousry, the transformationarleader helps bring about major,:i T-.":.'J" I"::?-q;::lJ :T ? : ; ? *'"" i-* "', se r r- i n te res t Ja n d to ward dorthesroup,-*LL:1|.",,^{;;;i#tilH'"::.J:i.:T,?.il*Xf,|;:;:,:';i;:,il11'"","#l1:': j"-';t**-u'i*".,,ra.mingpeopre.2srncttransactiona/leader focuses on more ,o.,tirr.'

u.,rrurrrung people.zb rn contrrfor meeting,.",,a*d, 1.o"a"g";i ;i"tI;:fi:T:,::H:XL*tTKtrBass indicates that the transfor-naorrut-u".sus-transactional

distinctio' n"," o l.j:* "" 11!e v3riev

"aG;;;"i" ""0 culrure s. 2 6so who is a transformational'leade.t orr"-t

Lurrures.""

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

ilH:*".:i?::ii*;*t*;'#ii'.-.JJilff ."1#ji,HJJill,l;l:*H:,."i'At"rJ?,:f;,r"hi,,";i*;;ilil:lilU;::ffiti:l)Shortly after Bre,,o-"1*^::--itnu

development to *h*.. ,u-.-..or.shortly after Brenne#;;;;;; ilr,"t"''cnt to enhance same-store

3iilJ:tffi tff; j-"'-o"'*"Jffi '+:;:*':Xh:'fl..T:T,T:1other comne,,.",-^,.. ̂ l_Il*led

company, Brenneman rr"r-ui* l"uohr hothercompanies,incrudingw;,;;;";i;",liJi:ff::tr#Lf H"J.r,i,r,

Leaders often encounter the need ro "*t""r;;;#::#'Krfftf:ffm

;:tj"li::;:ft-*:*-:::::.r,*!",ro,**."tohighperrormanceAtodll;;J'["fi ,:;m::*:,:ri;*f .3"tri-l"fi *"'::tHE#;organizational a"rrrrJ or crrh-,,1+,.-^ rr: ,

rational leader attempts to overhaulorganizational curture or rrrb..rli.r.". il;;;:"r'rlHT::lffil:lr:"":[:

*S_Y*E_j;?_l:X_!:_?:sf-9-rmationsrakeptace

TRANSFORMATIONAL LEADERSH IP 85

i j,I

of organizational change. To focus our discussion specifically on the leader,s rore, welook at several ways in which transformadons take pLce.28 (sle Jro Figure 3_2.)1. Raising Tteoptrets ^.w&reness. The transformational reader makes group membersaware 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 firmbecome number r in its field. At the same time, the l"ade, shourd point to thefinancial rewards accompanying such success.

2' Helping people look beyind-sefinterest. The transformational leader helps groupmembers 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 ofyou dislike doing y^our own support work. Yet tf *. h; ;o.rir, ,,urr.o make lifemore convenient for you, we'll be losing r_g".y; Then theiovernment mightforce us to be taken over by a rarger bank. who knows how many managementjobs would then have ro be cut.,,

3' Helping people senrcb for wtf-futf'ttrwerut. The transformational leader helps peoplego beyond a focus on minor s"tisfactions to a quest for self-fulfillment. The leadermight explain, "r know that making sure you take every uu.utio' day owed you isimportanr. Yet if we get this propoiar out on time, we might land a contract thatwill make us the enr,y ofthe industry." (Being the enr,y of the industry satisfies theneed for self-fulfillment. )4' He.tping people wnderstnnd the rueed' for charuge. The transformational leader musthelp group members understand the need 6r change uott, .-ouonally and intel_lectually. The problem is. that change involves diirocation and discomfort. Aneffective transformational lead.er r"coinirer.this.emotional .o-porr"rrt to resistingchange and dears with it openly,. org"anizational change is much like a life transi_tion. Endings must be suicessfully

-worked through i.ror. rrl* beginnings arepossible. People must become unhooked from thei pnr,r.

- :-

Dealing with the emotional conflicts of large ,rrr-b'.., of staffers is obviously animmense task' one approach taken by succeisful leaders is to concluct discussiongroups in which managers and workeis are free to discuss thJ. re.trrgs about thechanges' 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* requiresconsiderable listening skill on themanager,s part.5 ' Invuting ,mena'gers with n sense of uryen\y. To- rrratethe transformation, the readerassembles a critical mass of man"g.rr *i imbues in them the urgency of change .The managers must also share thelop reader,s vision ofwhat is both necessary andachievable. To seil this vision. of an improved organizado;, ;. transfbrmationar_

leader must capitalize on available opportunities.6. cotnwittitxg togt/er.tness. peter I(oesterrb"rr- argues that business can be an oppor_tunity for individual and,organizational greatness. By adopting this greatness atti_tude' leaders can ennoble human ,ru,i.. and strengthen societies. Greatnessencompasses striving for business effectiveness such as p*rofits and high ,to.t uutrr.,as well as impeccable,ethics. An emphasis on etiical teaderstrrp insti-lls a desire forcustomer service and quarity and fosters feerings of proprietiorrt ip urrd involve_ment'2e (A commitment to greatness is, of couise, i;po;;rr, dr all leaders, notjust those who are charismatic.)

!:: l '

,li l ,, L

; l

lt{lili r


7 ' Adopti,'g a rong-rawge lterspectiae a,d at the snn:e tim.e observing org,'#"#K"?#::":r'!";:^:!::^'o'n.'*"p,^?,,,t,.s-.i"iinnigoothe transformational I , ,uw prtryarrn r. Juch thinking on d

Y*"1*;#H1ffi,il?:l?:'"f#t sroup members Io docannot U" t u.rrfo'r-J.ro

ltation, and broadly, an oryt t;#;:{rK!;rf;"er usetut process for transforming a firm is to

rampant drrrino " -^gj::l-iembers, particularly b..n.rr""dirt ort und,rampant during a company revivar. E*..,rri# [ffi:E::tXH[: ,ffi

ffiL.-S:n"?,jl*::gt*, "r r,i, ,*around efrorrc u. ui,,* JIap an. one c omp on.,,t oi b,,ir did ;;;; #J'fr :il*,Hf#.T:TT"Horganization. In this way everyon" k r.* *t", .rr.riorr" .rri #i,a"i"g.,, S:::K#::K,:::17:,:,i,,,t,,,,,e) the ruost chnnse.rhe turnaro,ililortransformationaueader."",rof i"r..";;::rKi::K{k:ir"#:"tr::;-"ffi:ffi,1^:::'-i:1,:':"j:sv i; ;., *"und rimitarions on tundsff:;::'::: TJ:illtT:r: ::${ ;' ;id; ;Ti:T:ffi"*ltB,"ttlonil;;;;#-,-^."'rj:j:Ti1,ryy",{ jor_exampre,rvr,.,,f or...Bratronturned"'o"'a-ri.'i,,".i1'Jli'!ffi'rdr;;rih.TtilJJi,ili*mid-1990s, he concenftated^resources-oi*tt.

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enhancing ,ffi;;.t# ;:l ;'j:":f:^::::::?"tic rw2 key personarity rao

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,tyr" t",,a'. charismatic, transfomationair""d.rs create

.a uision.By communicating a visifffiXfflj"li,,ll#"es that s"id" r"J ;odvate emproyees. Moreover, althorthey also take the ,,,-"'i,l',"-.7!.7--q:*ly concerned *irrt orgr.rladonal survithey also take the timr

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rfr"g j.rr;t;fr;.r,

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nruishingsnc, helpslop inno-s encour-

TRANSFORMATIONAL LEADERSHI P 87

age their staff to think innovatively as well and give them challenging assignments'

fu with other effective leaders and managers, they also lend' by exntor'ple. During a

period of cost cutting, for example, a transformational leader might fly business coach

andeatinthecompanycafeteriainsteadofhavinggourmetfoodcateredtohisorheroffice.

A study conducted with I32 managers and 407 subordinates indicated that man-

"g"., *ho are perceived to be transformational score higher on a test of rnoral rea-

sorui,ng than do transactional leaders.36 In contrast to the type of transformational

leaders in the study iust mentioned, those who specialize in rescuing failed colpora-

tions do not appea-r to scofe high in moral reasoning. such actions include shutting

down many company facilities, laying off much of the work force, and canceling con-

tracts with various vendors.

Not every leader classified as transformational will have the nine characteristics just

described. Fo, .x"mple) some transformational leaders are brusque with people rather

thun ugr..uble. Fuithermore, it is not always easy to determine whether a given

leader can be accurately described as transformatronal'

Theaccompany ingLeade r inAc t i on te l l sas to ryabou ta t rans fo rma t i ona lleader. A, yo., ,""i the sketch, look for the leader's transformational behaviors and

attributes.

LEADEB IN ACTION

rine the hottest growth areas within the network

.ccurity software industry and to identify poten-

:ll acquisition targets with products that comple-

Tlent his company's software portfolio' He's

eood at it.One of Symantec's recent deals, the $370 mil-

lion acquisition of Brightmail Incorporated. gave

it access to a suite of antispam technologies'

Before that was the $I00 million buyout of ON

Technology Corporation, a provider of software

used to rapidly deploy applications and operating

svstems. Deals such as these are all in a day's work

for Thompson, who has spearheaded dozens of

acquisitions since taking the helm in 1999 '

"Those [acquisitions] were, in essence, about

expanding us and moving us into adjacent mar-

ing the five years since Thompson took. over,

Sylantec stock has outperformed not only the

siock of its chief competitors but also that of

s chairman and CEO of SYmantec Cor-

poration, S5-year-old john Thompson

trolls the waters of Silicon Valley to deter-

kets-adiacent to the security space-and

expanding the opportunity pool for the company

to compete in," Thompson said from the com-

pany's Cupertino, California, headquarters'i'So'orr. business opportunity or addressable mar-

ket went from about $16 billion to almost $32

billion."Thompson successfully has transformed Sy-

mantec from a $632 million consumer sottware

company into a multinational market leader in

enteiprise security software with 5,600 employees

and projected revenues of $2.4I billion for fiscal

200i. Under his leadership, the company's stock

has risen more than 500 percent (compared with

about a 40 percent loss for the tech-laden NAS-

DAQ over the same period of time)' In fact, dur-

,'l:

(continued.

88 CHAPTEB 3 / CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP

rei::::.,?Jf :l LilTtl H,flI|;,X"*jt-* fi; ;l btil;1T-year division, where he;::TfrX#, "'5j;"

cE o in slr..i" ri"r'[v: il##"::HJ:I.'TilirJ*:.:::r11';ni:i3r*f, "ttrffif":#'l';n*A*i*,rr=ti.tsm:*ucorporate E**i".-,i,iJ".l'Jilor',i& " be

l[T:,H|;:ilrff.l6.t1i r,. -"","a "MASTER OF THE TURNAROUND BIGGER FISH IN A SMALLER PONDThompson's road to the executive suite of a com_ [Inkn^_*,- tn.fL^*__putty b"rt k ro-n

uYc surre ol a com- unknown to TlAntivirus product *urtoltt-trs

for its Norton symantec r.t, itto-nt"n at the time' the boa

il;:{1"#;:;i::JTf, ,tffi:;i::*x*:;:;j"+#::4"fl y="::11"1T$#;him a set "r ur". -ori",';';, fi?il: iffi ;: ;:|lt:fl:T,f:.^t"rf#ffi

"?1 ..*1#;::L1t #:.:^lY^T

'aa ;"u, ,".r, li'..lio"* a perfect fit for him enr i+ ̂ ,,^-_-_ r r..grass, but even ar "n

.arty age he -*,.0 ,fot* a perfect fit for him, and ii dto*.aii- tointo busines,. ,,i- nro,,uy""r,"{. gir, ;l.uioi.t:? *ffi,:...T?:ff:

u.r'.-orr, ,o'l-,-uu",,

]$f T 3:Ti "'.l:y";Hnr"lT3f il::*: ".,*j::1ir1,1,: was a so* or mid. capback in those dayJ":l;:_,;:""l1ll;,i,ii[: ,fl:ffifr:# f,:",,."ry"* u",-",i ;."il;il

i^::[::]:*er in the ur".r. .'--""i,v'i""',,r. nels or.,,*^-^:'1:1t-: l-"1 l"hl]oex and chan-,

iti6pil,:x;l*li*.int*'#"-*;;}1":j j:"r':tt,",f :riltt',j'trffi t'"Tfi ,".frilru?,:li:iT;ffi T?.',#j;1ll;Tffi -,'iH#'i;:ff :::':l[:l*:**:*::f*'fr :' i:E"ii"ill" u"u'"i""' J'*'"" io-T ;:f'? z!1-Tl;"gilgr#1;1ffi **rBM in rqli

"r^"luliu"riw'

ThompsJn j:-t:,g y";r.;;'il10 the forefront of the minds of

Fi:;*tr''*,*i#i#J:nl*ffiJf #::T,,:,{L'i:":"i$'n'*#i*,rrT;:il"*H:',*:"tTij;i1'#:'f'#ii*:::-*[.*;:;;:;::._T:;i11-i'.'ift"i,.:i.".".:ffi; #*;$::i:" ", r'"d r.ee ; ;; work his transrormation ro thisc€ntase of the sales fb;; #;r.- il;::: l:i- "t1, -.utl or the nr.,r', tof--'ilu*"r, .".r.1: *1, y:;;;; ";:ff",'iJff,n[1::ff,+*

repraced. 1.,,",'.. uo",J ;"-;:;, *1,.. ..pr"..a.revenue barance. 3.il';;rJt::'"Tn"ri::':llig Arcording to rhompso;,;; *";rthe direc_ff:::t-Ti".:i:!#'ffiti?i.H:'H""'"',ffJ :fi' jiT"T:j"^"t sv-u,'t.. #r'." -hJ

",,.,."d u,.ro' ..,,tom",,"i;;";;;ip,: ilffi ffi J;:t"$'*i:'o,f: *l:1;a team of product tp".i"lirt, *rr" *"iJJ.t o.. focus on "

,",Y^lt_T Iu? tiTpl: but effective:accounts based on existins a.-*a.*ir'l

i.* both the .;;::iTrt'.H:t""t;"*,r;ffff1n:i.i,i:TT*"'f;;'il|'""'o'*'o-",,"i,4. :*1"";.

;;;:;"*, .we,re goi,,g to tecom. th"enue perrorm"".. ;i;J:l'jil"r'#3*Trt:1** leader - r",""from roughry q,ooo io 4,400. )unt evervbody -rti'in'J'.1H;"f;f:t",lJ:"il;:

we were trying to get done,,, Thompsonr.."ffr.

ET

risrcd "c-re

[-frFEl-

lE : 1

E I ]

trI

[eroirt

l

:'r s team spent over $2 billion on au:-.sidons "all oriented around buildingmr':: '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 tou -e leading player in network security.

rcmain positive about the direction in

l:.inpson has taken the company. "Ther. --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-,-a good executor and manager) and he'si--ie to recruit similarly effective managers-

inhom have also come from IBM."

W.c---:rd A. Clarke, chairman of a homeland$Lmr -r :e r security advisory firm, says that

TRANSFORMATIONAL LEADERSHIP 89

"Thompson has the ability to make everybodylike him and want to be with him in that sort of

winning salesman personality, which is what hewas-a salesman. But he combines tiat with ahard-nosed, make-it-happen determination, and areal understating of the detail and technology."

O U E S T I O N S

l. In what way has John Thompson been a trans-formational leaderf

2. What evidence do you find that JohnThompson is charismaticl

3. What criticisms might you make of the way

iohn Thompson brings about transformationsl

SOURCE: Excerpted and adapted liom Alm Hughes, "The Best CEOin Silicon Yd)ey," Blach Enrerptise, September 2004, pp. 108-117.Coplright 2004. Reprinted with permission Blach. Enterpt"ise magazire,NewYork, NY.

Although the present discussion deals primarily with transformational leadership, it

would be artificial to separate its impact on performance from that of charismatic

leadership. An important reason is that charismatic leadership, as already discussed, is

a component of transformational leadership. A concern some scholars have abouttransformational leadership is that it sounds too mystical and "soft." Fortunately, sev-eral empirical studies have been conducted on the effects of charismatic and trans-

formational leadership in work settings. We review an overall analysis of the impact of

transformational leadership and a specific study.

Overall Validity of Transformational Leadership Timothy A. ludge and Ronald F.Piccolo reviewed eighty-seven studies to examine the impact of transformational lead-

ership on various measures of performance. The researchers also evaluated the impact

of transactional leadership and laissez-faire leadership on performance. Laissez-faireleadership is a style that gives group members the freedom to do basically what they

want with a minimum of direction. The three approaches to leadership were meas-

ured by questionnaires based on subordinates' perceptions.Transformational leadership showed the highest overall relationships on six cri-

teria: (a) follower job satisfaction, (b) follower leader satisfaction, (c) follower mo-

tivation, (d) leader job performance, (e) group or organization performance, and(f ) rated leader effectiveness. Interestingly, transactional leadership was also shown to


produce good results, and laissez-faire lead.ership was associated with negati'e runlike previous studies, transactionar leadershipshowed a r,.orrg foririue reraito transformational readership. (ordinarily, trinsformatiorrur r"li.rrrrip andtional leadership are negatively related b".".rre transformational leaders areto engage in routine transactions with group members.) Transformatronalwas negatively related to laissez-faire leadership.3z The *phr;;;;ls mosttransformadonal leaders are actively involved with group m._U"rr.

Business lJnit perforrya.nce As part of a larger study, Jane M. Ho

3:1.:l;*::l:^':v;1-1s1"o 1h: relationship of trnn,6rm",i"""r i."J"rship toerJruP LL' Uunit performance. The sample included seventy-eight managers from the highrlevels of management in a large canadian financiar institution. At the timeutt utllc Istudy, the firm was facing a turbulent external environment fr.."or" "firr.r""Jpetition. A modification of the MLe charismatic Leade.rnip s.ur" was deverqmeasure three aspects of transform"tional leadership: .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

::T:_:j *..^f:.:1.:g" ..f

.g""I met.-Each goal *1. _.u*,J igainst criteriexprccted, superior, and outstancling performance.

. Data analysis revealed that readers who displayed more individualized

flon, intellectual stimuration, and charisma positivery contributed to business

::::, ::T.::.L,.:*1r_ IT. use{ tJie techniques or,rr",r"g._.;; ly exceprion

:^"-1llgr",j,"wards (positive. reinforcemenrf -"r"-r.rr-itF*^."'r"i.;;"""#l:1:T3?

the authors concluded that the more positive conuibution to busiunit performance came from behaviors associated with transfor-utiorrn]

up to this point, an optimistic picture has been painted of both the concept

;i1'*1#i:1*::::' i i*T : For the s *e_?r rair;;, *a?r""inc inte grity, otrary points of view must also be presented. The topic "f

.hurirrrr;;; ffi:;r'#;been challenged from two major standpoints: trre v*aity of th. .or..pt, andmisdeeds of charismatic leaders.

1 " : :

Some leadership researchers doubt trrat charisma can be accurately defined and me::."L!:,1*lll-9:..r.ir.h

about charisma is at<in to .o.,do.tirrg-'..r""r.t, about hiquality: you know it when you see it, but it is diffic'rt to definJin operational5:":*::"t,-.].1

-h.r, one leader is d.emed to U. .t ".ir_"ti.;h; ".

she hasdetractors. According to the concept of leadership porarity, t."'a"r, are often eitrevered or^vastly 'npopurar.. people iarely feel neutrallbout them. Bill Gates is a priexample of leadership polarity. Tt]gysands of people are almost -#";;; il6;

3::*::':19_",1::l":ole distike rrt- i,rt.nrely (or are *"i";t. About 200 rsites have accumulared of the nature ,,www.ihnteb)ilg*rr.ro*;

lJ g.rr.rl. ,it.3::.".:::*:-:j*i:::necific

site). Martha stewarii, u,,orr,., ilp.,rn,leaderexperiences leadership polarity. Many of h.r f"rl il -.r-..."il;;.;;#:;ff

About Charismatic Leadershi

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t hi$rFrrrLs-

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1 Summarycollege.hmco.com/pic/dubrirft

r.,Uf;X,:t"Tt#l$'rT:lj::i:::l*:'-pl: communication errectiveness arows rbr rposes' powers, and extraordinarv determrnation dif ;i;; ilffiilr:T:'b:J1'J.,$,U: fr;ferentiate them from :tt* rt ri trr"

" p"itirr. und others i, ,o ,.rr. metaphors, analogies, andcompelling quality of a person that makes many tional stories. Ang$er is gearing i"rrgrr"g.

irH::ruT:,?#:1.'il jl3:ffi

"'"x"fr J?'.T:il:;::"::**::l^-?,111*-"ocand,ransfo

.o"r?"'rya"i/ffi ;il:1:ltlxT?liiifJL'",*,:f_';:::"'J:''usememo.abreteristics ofleaders and the results ,rr.y J[*. Social

.;;;:il can increase his or hernetwork members often influen.a " i"tr"";r-attriuu- creveln-i-- on*- ^r -r,

=n;#Ht;t#*t.:il'#ru;fi:Th::*lit+.'"*;:uri'm:tuithese attributions. charismatic'r.uJ.,, Ei::lg ffi"::1iG:1ff;T::iJ::T_f,ililffi$T#ff|j:t'"' to cultivate ,.t"tior'rt'ip', '".""ilil;stent; remembering names of ncrrarismacc r."a"',rr,,p can be understood in fi3i",:f#"'rffi:T:a::Tf;ff5::"-,terms of its effects, such is g.""p _"_;"rr",-irne correctness of the learer," h^ti^f. ^_^o:.t'1"

To bring about chang., -rh.'**,

the co'ecrness of the leaJer's'u"t.rr. o'iil.# t.ui", *"rfdt"J:r:H:ff#:rffinffil:"#"#iTft :i'if"Tl*'r*l'frntri.-:-',*i*l::",.'::::::-.*:ie,:,..hoi:xpert.power, *a ;{1"".i'""'1"*%'f"'riil;: }":$:#"igpeople's

iouu..'.r, "r.r'" i-pi

leadership enhances job satisfacti";.-- ."'*

k^_.^-r -r_, "*1:9t and getting p"ople

^to^*,;l"::xfi 5*::fl*"'r,T#:#*: jrli*qqi*[Ti:'i:i!k*i:1""".:*:Jri..-*,""",0""'il;,jjJi"iJjlT:"j:.1"3,"",....',."?, :::l*U[nidi*nllnt#**Htics)' and divine' c'*ir-uti. i""i.rr"rr"t. charac- sense of ,rro^n^r, .T,L^ -,--,- . -teristics thar set #^"";;;;T;il:"'ff:[ ::ffiiursencv. rhe transror-"4""Ji""i..

f:l:T:,,'nrl h1u.:. n vision, -"rr..niLmunica- .,,,. n,,,,^f j"f.""1-:-t? 19-tpts a long-ranse pen

.,:"ilf :".*:lt'jy-'1"':'H:TI*"L*Hffi ff;J"1T"H:lr.';n:*ft atesresources

ltfffi #Hl"T'#;;'"f :*t'#Li*#r'.'T'T-'ilffff:"T:.Hi,:havecharacteristicsary expressii: -"J;;;;, "'"_l,;.ft ,Xi .fi.:,r::,, lf:r,1LT;,:ff*:::*:"n:::!*_ i; ;;;unconventional strategies, have a self-promoting ,orrul d.rr"lop-"rr, oi.nl-;d']]?fi: rf,f,i:rj

. fif:1',ll ":. fmrhasize u.i"g d'"il"";";;;''

f*lti.:i'?,:n:*:::trJil_.,9 o1 empo\,'

^-:T td;a gr vision is closelv rinked to charisma i f,,:::';::::,TJ^", *:t::r: "*

leading bvbeca'se .r'".i'-*i. l##!;li:Til:.'ffi'T ffi,|jffffi t""0."1." ur."ry,""u.',r.""gX[T:f ,#"Jt':rum*3'f,*i*"1 :" TT#+ iTiXl l* d.rship is p ositivery rera:**;n;'.*t3il;;ffi ii-ilhlx,x[::L{$F,,:TJ',"J"T**i*'.ff :'.?;!

Charismatic and transformational leaders com_formance, qrouD .,r

-----^4) rvqqeL )vu Pcr

^^ r organization performance

ffi ni:fft*r"*i::;;Jil.*,* j_l$$::+::Ei',,Fr".T:,"r.1**il":lt#:iwhere as laissez - faire le adership *

";rJ;iu ;i";

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eader

: per-

lnce,

p.1e r-

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na. Empirical research indicates that.hsplay more individualized considera_

about charismatic and transforma-ip is that the concept is murky. Many

GUIDELINES FOR ACTION AND SKILL DEVELOPMENT 93

noncharismatic leaders are effective. Another con_cern is that some charismatic leaders are unethicaland devious, suggesting that being charismatic

$gs .not. necessarily help the orginization. By

behaving in a socially responsible -urrrr"r, charis_matic leaders can avoid abusing their influence overothers.

:rual stimulation, and charisma (trans_lcaders ) have h igh business uni t

[erms

:\l\\-er

fr:'[r ef

Transformational leader

Vision

Management by anecdote

Leadership polarity

rll ll l

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rii]; l l lil,; I

charismatic

charismatic

e Cria"tines for Action and Skitt Devetopment

Wmillh-n,ing are suggestions to help a person act in a,ffiqrsnatic manner. All of them relate to well_m;:ryred interpersonal skill techniques.lll Be sure to treat everyone yoo *..t as the most

important person you will meet that day. Forsremple, when at a company meeting, shake the:md of every person you meet.

J }lultiply the effectiveness of your handshake.Shake firmly without creating pain, and makeenough eye contact to notice the color of theother person's eyes. When you take that muchrrouble, you project care and concern. Think apositive thought about the person whose handrou shake.

: Give^ sincere compliments. Most people thriveon flattery, particularly when it is plausible.Attempt to compliment only those 6ehaviors,thoughts, and attitudes you genuinely believemerit praise. At times you may have ro dig to findsomething praiseworthy, but it wiil be1 goodinvestment of your time.

4. Thank people frequently, especially your owngroup members. Thanking others is still so infre_quently practiced that it gives you a charismaticedge.

5. Smile frequently, even if you are not in ahappy mood. A warm smile seems to indicatea confident, caring person, which contributesto a perception of charisma. A smile qenerallvsays, "I like you. I trust you. I,m glld *.,r.together."

6. Maintain a childlike fascination for yourworld. Express enthusiasm for and interest in thethoughts, actions, plans, dreams, and materialobjects of other people. your enthusiasmdirected toward others will engender enthusiasmin you.

7. Be more animated than others. people who areperceived to be more charismatic are simplv moreanimated than others. They smile mtre fre_quendy, speak faster, articulate better. and movetheir heads and bodies more often.ar


Dr'scussionQuesfions and Activities,

**i:f: and other celebrities who smile fre_

2. Identifi. a businesssports leade. *hor'

government' education' or

matic. Explair. th" t you perceive to be charis-

3 rd.; ;it ;"*"il'il:Ht:.?JJHI,1%;X,n..,,matic. Explain what ott., q.rrtiti"", **n, n*"

. helped this leader succeed.

4. Steve Jobs of Apple Computer, fnc., and manyfashion designers wear the same outfit most ofthe time, even for,h o*, o,'fn-,;;;; ; #:' il:r"ffi l:,il,:,J:i;long-sleeveorshort-sleer"T_r;;;;";'o'r.i"Jy.ur*without a belt. IIow does this costume affecttheir projection of charismaf

]1".-iP^,"10, 1uu"..tg the ""ai",r.l :;';:;ff T3;* ::::'1*. :**;:; **'f .':ff;or rncomplete about thirs use of the termchnrisrrua?

S. flsalUe

how a person might write emd^ :1?::,: cl* an impressio"Lru.i"g.i';6. Aside from co'tribt .-"^--'"' ur'r' Lrr

ness, fbr what other nmg to leadership

be an asserl tYPes ofjobs might

7 Exdain why the presence of.a charismaticrends to enhance the job ,utira.tlor...Jimembers.

u Ht,:*:'Il_T'might a tustJevel supenteam leader have to rr" n

"*rr"._;#ilr._9. A concern has been expressed that leadersare charismadc are "rt.,

irr.oJf;;;'simply get placed into rey posirions becausec.reare such a good impression. \Vlat doth ink oFth is aryument)

10. Design u ..r"ui.h study or survey to deif being perceived * .fr*ir_.,iJ r"""f[)person advance in a managerial career.

"F I ": iT u.:.#i*, f'[T,",',: T : j ] T:;appoinred as the chairman _;':,""; l'i..u,iu.officer of Motorota,_rn.:. i" l;";;;;ddn. ,n.tatkative and afrabte iTgil._"j il,, IIr, ,n*.

ffHi"Jihi:,oJ' ristening He head ",, e,.

nff;"m:1rJn:fl*idixfl';*,',*r"*'"", :ii ffi:::T:"":, J: o-"'ises, such

I\40-I0R0LA,S BUSTNESS S|TUAT|0N In the span ofa decade, Motorora h* g;;;;"#',..'nil","rutitan ro indusuy ooo:llrl n *5J"* iion..., i,mrssed the shifr from anatog to digital;ii;;""",

$il!: : t,;3'"::: ffiln ffi.{';ilTlio*rj?.r, but its semicorjr** brrr"rr'arl"u, "r*.',ili;;J#;r" in that industry.

pped

Signnl1Lrg a need to break with the past, thecompany's board passecl .r., ^^^,,i-,_:: ":'a,,.'priLl. i#;#f :: .:"Try8*il:T:i*T;I:_,:':1. :

president ."d .hi"f ope;;*; ;ffi ":::,r_ :: :1,"..,. ;!il zn de,."il;#;f, ;::: fexecudve witi operad""rJ ;;;;r";;J".ril ,sar,"vy-he aream"a ,l s,. ."rp_li"iiq#g ,".,

:ii:#::.'il '#:,$:

*' i il,r.o*r"-i,,noz-a., *n, ;"; ';*h...lHff ilTarketi

n I

;;*s*+*I**''*iy**tr*iconic company thar had.loriir, *"i.'u,, ?:ril*rrXiwas figuring out what Motorola i.ril/ ir"nn.,Zander.visited dre corporar.,.r;;.;;rO ;';"ilJ,:T?"i4.".;*il:l,1r;:Ttiiltii-migraine" ( Fo rtun e, p. I 28 ).'i n'"r,ri." i.' JI;i

LEADERSHIP CASE PROBLEM A 95

$ l i

i : "r: l- - - . 1 -

- - ! - l \

-. ,!r -

, . - . l l

, - 4 . !

.i

t ' "

itf;1i,ulirr -: . -lated to communicirtions, Motorola's

1@t[0 .i J \\ orkillg oll projects os far aficld rs a

dldmruul- :,:l for c,vstic fibrosis and breahthrough,t[umr - -l cathodc-ray-tube telcvisions.

- . : rs I ' r 'e ler rned Motoro la does rcal ly

llrruillll ':.: it lot'es complex problems," Zandet

,m[q - -: :tlor€ things ate gnarl5 the better folks

urol,.r- .: l tou'to do it. I said,'Look Folks, we've

;ulr ' :;ral herc, a uat'chest of technology. Btrt,u - : :o p ic l< out b ig bcts. We're got to nar-

- r r t lo l r n ' " ' \For tune^p. I28 ) .- r ' \ . Motoro la was def i r red b1 ' b ig bets

. . ,1 i , rv i th thc b ig bcts lurd lng i t on every

i00 l isr i r r the rarrk ing 's f i f i1 ' -year h is ior '1 .

r rode up the l is t on the lcgacl of i ts lead-

:r car radios. path-brealdng wallde-talkies' - . U . S . A t - ) i n W o r l d W a r l l ,

:rrir. lctors n edge<l inro everl 'thing fronr- ' t ' i lcs to rvashing ntachi r res. rnd f inr l lv cc l '

. : lcphones. a busi r tess Motoro l r dominr ted

. : r ic l -1990s. Since those d11 s. Motolo la has

- - l considerrb l l in sa lcs i t r cotnpar ison to

Iu reccuf ycr ls . Motoro la mistakcs havc cot t t in-

ued. A.n arrallst from r mlrket research firm. the

Y.rnl<ee GrouD. said rhat M()forola ltas rnissed out

orr j r rs t about cver l rv i t rdorv that has operred ' For

cxrmplc, wl rcn color-scrcen p l tones becanrc l lo t i r t

2002. Mororo la could r rot producc them i r r largc

vcrlurnes, utd Samsuttg moved in to becornc the

nurnber 2 cel l phone p laver bv rcvenuc.

Befbre l r i r ing Zarrdcr , Motoro la ex i tet i the c l l ip

business, u hose boorn-rnd-bust c l c le s d id not

f i t ue l l n i th t l re rest oF the companr. Motoro la

nou hrs f i re bt rs inesscs: ce l l phoncs, in f rast ructure

equipment . t \vo- \va\ radio s1 's tems. e lect ronic

equ ipmen t f , r r au tomob i l cs . a l r d cab le TV .

F.nrp lovment has d lopped l ronr I47.000 ar the

ueak to 88.000 i r r 2004. I ' ro f i ts are abotr t $890

mi l l ion ou sales of 527 b i l l ion. Si l rcc Zandcr hrs

been in chorge, sa les r r td prof i ts h l r c c l imbcd st rb-

stxnt ir l l \ ' .

ZANDER AS A LEADER AND MANAGER ZANdCT

grasps th. r t rcpai r ing rhc comparrr ' 's image is h is

f i rs t order o[ busi r rcss. Hc sars he u i l l judge h is

success u hen cr i t - ics s top aski t rg i f Motoro la is a

disparatc col lecr ion c l f sr . r r rdalonc bt ts incsses.

Zandcr is scarching l t t r l ' a miss ior l s tx temcl l t . Hc

s.r1 s. "Thc rvor ld uat t ts me to comc up u i t l r th is

gr . rnd v is ion. bt t t rv l ta t I 'm hear ing f iom ct ts-

tonrc l 's r iqhI t torv is ro execute a l rd del iver prod-

u.'ts, .rn.l" make the ."ntpony -."t.

f-ft i . i .,tt"( Fnt ' t t r t t ( ) p . 132 r . So rvhi le Motoro la mrv need I

rnestcr p len, s imply kccpi r rg promiscs is rn cqtra l l l '

u fgent co l ' Icc l 'n .Zander srvs he t reeds a l i t r lc rnorc t i rne to f ig-

r r rc out u hr t rhe miss iorr s tJ tcmcl l t shotr ld bc ' "T

mcJlr \vc ' t 'c a cotDmutr icar io l ls compat t r ' . B l t t rve

sr i l l r reed to get n, l ta t \ \c \vr l l t to idcnr i l l r r i th in

th is r rerv mi l ler r r r ium" \ F0r tu i l ( . p . 132 ) .

Zander is cn l is t i r lg l rc lp hr v is i r ing i l lvcs lors

and Wrl l St reer analysts t ( ) get thc i r thoughts ' He

also askcd a f i l rn ter c lect r ica l engiueel ing prof 'cs

sor to condt lc t invest igar iorrs in to Motoro la 's

tcchnokrgy. and is r is i t ing tc lcphone colnpat t ics

around rhe rvor ld.I cnttt inaetl)

- .ompanies on the For twne 500 l is t .., )tololJ's slide is erplrrincd br otte flop aftcr'

:i.rcr fi'om the mid-1990s fonvard. First it failed"r r ic ipate thc wor ldr .v ide shi f t to d ig i ta l ce l l

' rc' lrrd eliowed Nokie to o\crtal(e it ls thc

." .1 's number I cc l l phonc mr l<er . Oncc a leader '. i i rc less in f i 'ast ructure equipnrenr , Mororo la 's

: .kct - sharc s l id ro l0 perccnt in 2003. The cable-.rt s reve nues clcclirrcd 49 perce nt sincc the cablc

. r rprn ies s lowed purchases arrd Moroloh lb l l' - ' [ ind to comp{ j t i16rs in del iver ing t te$ prsdu61t .

\ l r r roro la 's b iggest b lunder was thc ten-p l t ls ) 'ce l ' \. r rd 52.6 b i l l ior r i t losr in nou-brnkr t tpt l r id ium.

:lrc satcll i te netu ork lhmous tbr its bricl<-sized

l r l ror tes ancl dol lars-per 'minute in ternat i t lna l ca l ls .

Motorola developcd l reputation lbr orvning

kiUcr technologl' that got sruck in rhe labs. Srvs

Tom Lvnch. a Gerrcra l ]nst rutncrr t Corporr t ionveteran rvho norv runs Motoroll 's cell phorre

busincss: "T l rcre are cndless cxarnples of i l rs tar tces

rvhere tltc companv has blazed a trail ' t-nd solrlcone

clse hes reaped thc bencf i ts" \F l t ' tun( , p. 130) .

96 CHAPTEF 3 / CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP

.* *#;** ,' jilh*:ii:ilj i,',ffi t*iil#iltxj'*.h:,.: u :, ;ffi +,t1".'t lffi:i : ? iT :.1 riit't, :t, ff L jji,{ n *,,*, l ti :'i *!,:i]*il*.ilTliff;; * **iltj]';.dr+ irilr;''ir'r"r. .:#n:i"lr#'fi 1;;*rj;:n:rilii*;;:m:x1ru,..,:*::i,niLr::collaboraring ,.-" ,n..::1,;-;";;,

'dil'ff i-*;il'jl:';;

Market shrre i'ceu Dhorrcs r, .-

iJ"l.J i:j"?:),,:, ..lf yo, a,ni,..""i.,,,. ,"a uted to ,h. ,,r,l"ili;'_il;'lt:,r^'.::j,l ),., .lrvork togetrrcr, r rvir'k'r ;;;,,.,'';ffiillil; t#i1",::i"il:'l'J,ffirr,l"?.i::,.xHi:.-;

i,;iii,l"fififu:1 ,:illl,^..1f:#';:,;i1i ff:';*:+i::;#;i,ffT,y,r*.o *.. .i;,;:;.*:;il**:"r;:rT[:t lrtrj s s I u_,,_no-u, i,1:l:"t

':nil:'.if,'J,#;" ,;: i #';;.*,;" ; ;r,r;;,il;;,,;;

LEADERSHIP CASE PROBLEM BCHARISMATICALLY CHALLENGED CHAD

T :. : o.'.::.ilil;ff ,. C h ad M cAl iisre r rr orkect

*:* iil [*- *--, irtr,',i ] fri:il:"ff ,il';T,,: tilll L i ffi ;;,,"i'# :Jff

IJj :,T1, T.''1": :' ;';,?: o',ffi J$ 1ffi ,l Ll i::

;fr*':.".i**i[,i*ix***

lrr:

k

:,rt -:tr. lren's and women)s jewelry,,. - - --:. 'rrr. For scveral years irr a ro\v.

{illmqffr -'----: -a\' his supert'isors were t'diligent

qi#ln- - -r ! rhe trichs of merchandising,"---fmp 1..:- rur-ilg the right products at therldfulp-- ----. "i i ts l ight inro rhe tclm."

Msnrur,. -.--; rositirre performance evaluations

uftrlfmnrr , - positive commcnts) Chad had allllmuFilul ' - -- ,:lient about his career al ValuMart.iiittrh',l.*.' : i,re-l fir'e,vears of good performance), lux m - : :nr i rcd to bccome a member oFthe

LEADERSHIP CASE PROBLEM B 97

Chad responded, "Thanks for asking, Evan. AsI ment ioned beFore. I 'm worrder ing what youthinlq is wrong with me. I receive a lot of positivefeedback about my perfbrmance, but I'm not aValuTrrcker. Also. lorr seem to change the subjectwhen I talk rbout rvanting to become a rncrchandis i r rg superv isor . and eve r r tuaJly a merchandis ingexecutive. \4lhat am I doing lvrongf "

Heat}rer responded. "Eran rnd I l iequentJl ' tr l l<about the performance and potential of all our mer-chandising specialists. You're a good performer,Chad, but you lack that litde spark that rnakes a per-son r lcader. You go about 1'our job efficiendy andquiedy, but that's not enough. We want future lead-ers ofVduMart to make ar imoact."

Evan addcd. " l go a long u ' i th Heathe r 's conr-ments. Anotl-rer point, Chad, is that .vou rarelvtrke tle irrit iative to suggest ide.rs. I was a l itt leshocked by your request for a three-rvay careerintervie'r,v because it's one of the fbw initiatilesyou have taken. You're generally pretfy laid back."

"Then u'hlt do I have to do t<-r convince yorrtrvo that I should be a ValuTrackerf " asked Chad.

Heather replied, "Start acting mtrre like a leader.Be more charismatic. Be more personally rnag-nelic." Evan rrodded in agreement.

0 UESTIONS

1, What career advice can you offer ChadMcAllister?

2. What migJrt Chad McNlister do to develop nrorecnaflsmai

t Y l . :

is ,vour

opin ion of t l rc fa i rness of ' theValuTracker programl

"strilumi"Lil{nlrufi: .

rlll0l l lr .

ill]il]luil! I -

*-::rs. a group of merchandising and-- r: i.r l ists rvho are regarded as bcing

' . . - rck ro becoming fut t re ValuMart. - i . iders hold h igh- level posi t ions sr- rch' - - - ' l r rndiser . regional r icc prcs idcnt , rnd, iul I

rllil i - ' :::.r, ,'. :ne s $'hen Chad inquired as to rvht. he

' ::cJ to join the ValuTracl<ers. hc uas toldt" - ' : -i not quite readl' 16 be included in this. : - l Hc rrls also rold to uot be discouragcd

-.( company sti l l valrred his contriburion.: lav Chad thought to himself, "I'rn

- . : . , * ' . r rd age 30, arrd I r ' "ant a great Future' - :ctail business now." So he corwinced his

: . - - : r t tcrchandis iug superv isor (Evan Tvler) ,- ^ ^ - r ^ - ^ ^ ^ ^ . , , i c L f L - - - - -- - *_1, d .o'.'. .-rrference with three people:

,--.. his boss, and his boss's boss (Heath.er' - - . . t l le arca merc l randis ing manager. Hc lc t

, -,-. iorol. in advance that he wanted to rall<--: his potential for promotion.

. , .1n star ted the mccr ing b1, saf ing, "Chad."- r.rps you can tell Heather and me again rvh1,

rcquested th is mect ing."

i l .

ar "[,_r

dubrin chapter 3

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