Vision and articulation has a visionexpress as and

Vision and articulation – has a vision—express as and idealized goal—that
proposes a future better than the status quo and is able to clarify the importance
of the vision

b. Personal risk—willing to take on high personal risk and engage in self sacrifice
c. Sensitivity to follower needs—perceptive of others abilities and responsive to
their needs
d. Unconventional behavior—engages in behavior that are perceives as novel
e. Some individuals are born with charismatic traits
f. Others are trained to exhibit charismatic behaviors
i. Optimistic view point, using passion as catalyst, communication with
whole body
ii. Create a bond that inspires others to follow
iii. Tapping into follower’s emotions
g. Situation and leaders vision important, there is a dark side of charismatic
leadership (Adolf Hitler)
57. Transactional and transformational leaders
a. Transactional leaders are Leaders who motivate followers in the direction of
established goals by clarifying the role and task requirements
i. Contingent reward  exchanging reward for effort
ii. Management by exception  leader watches and actively looks for
deviation from rules and standards and takes actions to correct
iii. Passive by exception—intervenes only if standards are not met
iv. Laissez-Faire  abdicates responsibilities, avoid making decisions
b. Transformational leaders inspire followers to transcend their own self-interests
for the goals of the organization
i. Idealized influence—charismatic aspect, provides vision and sense of
mission, able to articulate that and instill pride, inspire people to go
above and beyond, gain respect and trust
ii. Inspirational motivation—communicate high expectations, uses symbols
to focus efforts, express important purposes in a simple way
iii. Intellectual stimulation—promotes intelligence, rationality and careful
problem solving

iv. Individualized consideration—gives personal attention, treats each
employee individually, coaches and advises—acts as a mentor or a coach
c. Transformational leadership works:
i. Creativity
ii. Decentralization of responsibility
iii. Propensity to take risks because they are inspired
iv. Compensation geared to long term results
v. Greater agreement among top managers about organizational goals
vi. Increase follower self-efficacy  increase as a part of transformational
leadership
d. Evaluation of transformational leadership
i. Supported at different job levels and occupations but isn’t equally
effective in all situation
ii. Has a greater impact on the bottom line in smaller, privately held firms
than in more complex organizations?
iii. GLOBE study links a number of elements of transformational leadership
with effective leadership, regardless of country
1. Disputes the contingency view that leadership style needs to
adapt to cultural differences
2. Universal elements are vision, foresight, providing
encouragement, trustworthiness, dynamism, positiveness,
proactive
Other types of leadership
58. Authentic leadership
a. Know who they are
b. Know what they believe in and value
c. Act on those values and beliefs openly and candidly
d. Share information
e. encourage open communication

f.