组织行为学——第11章 领导力.ppt

There is a dark side to charismatic leadership if the leader misuses their skill set. In the past we have seen situations where leaders have abused the company resources and used them for their own benefit. Some leaders with strong charisma have remade the companies in their own image and left no plans for succession when they leave. In many cases the charismatic leader lets their own goals override those of the organization, thus creating a negative situation for the organization. * Transactional leaders motivate their followers towards the goals set by clarifying their roles in the process and what they need to do to reach the goals set. Transformational leaders help followers to look at the bigger picture and commit to the good of the organization, even if it means setting their own goals aside. These two approaches are not contradictory in nature, in fact they can complement each other. Transformational leadership often is built upon transactional leadership. Good leadership will incorporate both transactional and transformational components. * This exhibit shows the full range of the leadership model. The first four behaviors represent transactional approaches and begins with the Laissez-Faire approach, which is the most passive. As a leader progresses on the scale, they move towards more active behaviors. The final four behaviors on the model represent transformational actions. This model shows that as leaders utilize more transformational behaviors they become more effective. * Transformational leadership works because it encourages creativity in the work force which spurs on new ideas and new ways of doing things. It also helps followers to pursue ambitious goals with a stronger commitment to achieving them. These two benefits are achieved because the vision of the leader engenders a commitment from the followers and increases their trust in the leader. * Transformational leadership works in a variety of contexts but tends to be more