Week 1.
Lecture 1. 26-10-2020.
Weber described charisma as: a form of influence based on follower perspectives on
follower perceptions that the leader is endowed with exceptional qualities.
According to Weber, charisma occurs during:
- a social crisis
- exceptional leader with vision that offers solution
- followers who believe in vision
- validation by repeated successes
- attribution of leader as extraordinary
Traits associated with charisma:
- physical characteristics handsome appearance, piercing eyes and distinct voice
- psychological characteristics are high energy, self confidence
All charismatic leaders are transformational leaders, but not all transformational leaders are
charismatic.
The best leaders are transactional and transformational leaders.
> criticism on being too broad
I agree with it.
Moderators effect/explain relationships.
Lecture 2. 27-10-2020.
(1) EMPLOYEE
General self-efficacy (8 items)
Self-esteem (1 item)
Machiavellianism (8 items)
Narcissism (13 items)
Moral awareness (3 items)
Moral awareness:
The degree to which you define yourself in moral ethical issues.
Ethical leadership
,Perception of leader bottom-line mentality:
If one is really preoccupied with the bottom line, they will also go for financial gains, then
that leader has little eye for personal needs. Interesting variable. Would be interesting to see
whether this is a moderator or antecedent.
Autocratic leadership:
The degree to which a leader is inclined to only listen to his/her own ideas.
No suggestions of followers are appreciated
Ethical leadership:
The degree to which a leader is a moral leader/person. Behaving in a moral way.
Abusive leadership:
Dark leadership style
Leadership:
Leader Machiavellianism (8 items)
Leader narcissism (13 items)
Self-esteem (1 item)
Leader communal and agentic characteristics (11 items: communal 6 items, agentic 5 items)
Moral awareness (3 items)
Moral identity (10 items)
Perceived similarity (3 items)
Leaders rate the degree to which they feel the similarity between them and their
subordinates. Moderator of impact of certain leadership styles on followers.
Leader perception of employee’s agentic and communal characteristics (11 items)
Leader evaluation of employee performance (5 items)
Leader perception of employee OCB (13 items)
Organizational citizenship behaviors
Research model:
- Indirect effect/mediation
XMY
Hypothesis: the positive/negative relationship between X and Y is mediated by M
Personality trade of the leader as X, style of the leader as M and outcome as Y.
- conditional effect/moderation/interaction
X Y
Z
Z is moderator of the relationship between X and Y
Hypothesis: the positive/negative relationship between X and Y is moderated by Z, so that is
the relationship is weaker/stronger for higher/lower values of Z
,You might expect a direct relationship, but this is not necessary. The relationship totally
depends on the moderator. There does not have to be a relationship between X and Y (same
for mediation).
Research proposal:
Just a PowerPoint slide
- Include research model. Picture of the model
- Include the relationship that you expect (+ or –)
- Expected relationships (hypotheses)
- Theoretical arguments to support your expectations
- Why is it important to study, what will you add?
Submit before 02-09-2020 (21.00 hour)
You can’t change someone’s personality. So it can be an independent variable, also as a
moderator. But therefore, it can’t be a mediator or dependent variable, because you are
more or less born with it.
Charismatic and transformational leadership
Online lecture 1.
Introduction
Online lecture 2.
Charisma: a form of influence based on follower perceptions that the leader is endowed with
exceptional qualities (Weber).
According to Weber, charisma occurs during:
- a social crisis
- exceptional leader with vision that offers solution
- followers who believe in vision
- validation by repeated successes
- attribution of leader as extraordinary
Traits associated with charisma:
- physical characteristics: handsome, piercing eyes, and distinct voice
- psychological characteristics: high energy, self-confidence, dominance, strong need for
power and strong conviction in own beliefs and ideals
- ability characteristics: intelligence, rhetorical and interpersonal skills (knowing what to say
and how to say it)
Charismatic leaders use specific strategies in terms of what they say and how they say it:
charismatic leadership tactics (CLT’s). These nonverbal and verbal influencing tactics induce
perceptions of charisma (Antonakis et al., 2011; 2012).
Examples of these tactics: The use of metaphors, contrast, repetition during speeches,
appealing to emotions.
Using these CLT’s can really improve your charisma.
, Online lecture 3.
Charismatic leader behaviors include communicating an attractive vision and motivating
subordinates to work better and go for the greater good of the organization by showing
selfconfidence, conviction, role modeling and expressing high performance expectations
(e.g., Avolio, Bass, & Jung, 1999; Den Hartog, Van Muijen, & Koopman, 1997; House, 1996:
Shamir, House, & Arthur, 1993).
Vision:
- attractive model or picture of the future
- change in the status quo
- about values or ideas
- guiding philosophy providing meaning and purpose
- it challenges people
> Martin Luther King: “I have a dream…a dream of equality”.
Charismatic leadership is most often studied and measured as a combination of two
components of transformation leadership: the idealized influence and inspirational
motivation. (Bass, 1998; Bass & Avolio, 1993; van Knippenberg & Sitkin, 2013).
Bass reworked the entire notion of charisma with a focus on measuring it and placed it
under a class of leader behavior he called transformational leadership.
Bass model of transformational leadership (1985):
Four dimensions that together make up transformational leadership:
1. idealized influence (charisma): demonstrates qualities that motivate respect and pride
from association with leader.
2. inspirational motivation: articulates a vision that is appealing and inspiring to followers.
3. intellectual stimulation: challenges assumptions, takes risks, and asks followers’ ideas.
4. individualized consideration: focuses on development and mentoring of followers and
their attends to their individual needs.
> 1 and 2 together form charismatic leadership. According to Bass, transformational
leadership goes beyond that and includes 3 and 4. So, charisma is a small part of
transformational leadership.
According to Bass, transformational leadership builds on transactional leadership, which
guides or motivates followers by clarifying role and task requirements, and monitors and
corrects (consists of three components: 1. contingent reward (leader provides rewards for
satisfactory performances), 2. management by exception active (leader attends to followers’
mistakes and failures, to meet standards). 3. Management by exception passive (leader
waits till problems become severe before intervening)).
Bass says that the best leaders are both transactional as transformational
Transformation and transactional leadership are often contrasted with:
Laissez-Faire leadership: which avoids decision making and supervisory responsibilities.
Exhibits absence or lack of involvement. Absence of leadership.
Lecture 1. 26-10-2020.
Weber described charisma as: a form of influence based on follower perspectives on
follower perceptions that the leader is endowed with exceptional qualities.
According to Weber, charisma occurs during:
- a social crisis
- exceptional leader with vision that offers solution
- followers who believe in vision
- validation by repeated successes
- attribution of leader as extraordinary
Traits associated with charisma:
- physical characteristics handsome appearance, piercing eyes and distinct voice
- psychological characteristics are high energy, self confidence
All charismatic leaders are transformational leaders, but not all transformational leaders are
charismatic.
The best leaders are transactional and transformational leaders.
> criticism on being too broad
I agree with it.
Moderators effect/explain relationships.
Lecture 2. 27-10-2020.
(1) EMPLOYEE
General self-efficacy (8 items)
Self-esteem (1 item)
Machiavellianism (8 items)
Narcissism (13 items)
Moral awareness (3 items)
Moral awareness:
The degree to which you define yourself in moral ethical issues.
Ethical leadership
,Perception of leader bottom-line mentality:
If one is really preoccupied with the bottom line, they will also go for financial gains, then
that leader has little eye for personal needs. Interesting variable. Would be interesting to see
whether this is a moderator or antecedent.
Autocratic leadership:
The degree to which a leader is inclined to only listen to his/her own ideas.
No suggestions of followers are appreciated
Ethical leadership:
The degree to which a leader is a moral leader/person. Behaving in a moral way.
Abusive leadership:
Dark leadership style
Leadership:
Leader Machiavellianism (8 items)
Leader narcissism (13 items)
Self-esteem (1 item)
Leader communal and agentic characteristics (11 items: communal 6 items, agentic 5 items)
Moral awareness (3 items)
Moral identity (10 items)
Perceived similarity (3 items)
Leaders rate the degree to which they feel the similarity between them and their
subordinates. Moderator of impact of certain leadership styles on followers.
Leader perception of employee’s agentic and communal characteristics (11 items)
Leader evaluation of employee performance (5 items)
Leader perception of employee OCB (13 items)
Organizational citizenship behaviors
Research model:
- Indirect effect/mediation
XMY
Hypothesis: the positive/negative relationship between X and Y is mediated by M
Personality trade of the leader as X, style of the leader as M and outcome as Y.
- conditional effect/moderation/interaction
X Y
Z
Z is moderator of the relationship between X and Y
Hypothesis: the positive/negative relationship between X and Y is moderated by Z, so that is
the relationship is weaker/stronger for higher/lower values of Z
,You might expect a direct relationship, but this is not necessary. The relationship totally
depends on the moderator. There does not have to be a relationship between X and Y (same
for mediation).
Research proposal:
Just a PowerPoint slide
- Include research model. Picture of the model
- Include the relationship that you expect (+ or –)
- Expected relationships (hypotheses)
- Theoretical arguments to support your expectations
- Why is it important to study, what will you add?
Submit before 02-09-2020 (21.00 hour)
You can’t change someone’s personality. So it can be an independent variable, also as a
moderator. But therefore, it can’t be a mediator or dependent variable, because you are
more or less born with it.
Charismatic and transformational leadership
Online lecture 1.
Introduction
Online lecture 2.
Charisma: a form of influence based on follower perceptions that the leader is endowed with
exceptional qualities (Weber).
According to Weber, charisma occurs during:
- a social crisis
- exceptional leader with vision that offers solution
- followers who believe in vision
- validation by repeated successes
- attribution of leader as extraordinary
Traits associated with charisma:
- physical characteristics: handsome, piercing eyes, and distinct voice
- psychological characteristics: high energy, self-confidence, dominance, strong need for
power and strong conviction in own beliefs and ideals
- ability characteristics: intelligence, rhetorical and interpersonal skills (knowing what to say
and how to say it)
Charismatic leaders use specific strategies in terms of what they say and how they say it:
charismatic leadership tactics (CLT’s). These nonverbal and verbal influencing tactics induce
perceptions of charisma (Antonakis et al., 2011; 2012).
Examples of these tactics: The use of metaphors, contrast, repetition during speeches,
appealing to emotions.
Using these CLT’s can really improve your charisma.
, Online lecture 3.
Charismatic leader behaviors include communicating an attractive vision and motivating
subordinates to work better and go for the greater good of the organization by showing
selfconfidence, conviction, role modeling and expressing high performance expectations
(e.g., Avolio, Bass, & Jung, 1999; Den Hartog, Van Muijen, & Koopman, 1997; House, 1996:
Shamir, House, & Arthur, 1993).
Vision:
- attractive model or picture of the future
- change in the status quo
- about values or ideas
- guiding philosophy providing meaning and purpose
- it challenges people
> Martin Luther King: “I have a dream…a dream of equality”.
Charismatic leadership is most often studied and measured as a combination of two
components of transformation leadership: the idealized influence and inspirational
motivation. (Bass, 1998; Bass & Avolio, 1993; van Knippenberg & Sitkin, 2013).
Bass reworked the entire notion of charisma with a focus on measuring it and placed it
under a class of leader behavior he called transformational leadership.
Bass model of transformational leadership (1985):
Four dimensions that together make up transformational leadership:
1. idealized influence (charisma): demonstrates qualities that motivate respect and pride
from association with leader.
2. inspirational motivation: articulates a vision that is appealing and inspiring to followers.
3. intellectual stimulation: challenges assumptions, takes risks, and asks followers’ ideas.
4. individualized consideration: focuses on development and mentoring of followers and
their attends to their individual needs.
> 1 and 2 together form charismatic leadership. According to Bass, transformational
leadership goes beyond that and includes 3 and 4. So, charisma is a small part of
transformational leadership.
According to Bass, transformational leadership builds on transactional leadership, which
guides or motivates followers by clarifying role and task requirements, and monitors and
corrects (consists of three components: 1. contingent reward (leader provides rewards for
satisfactory performances), 2. management by exception active (leader attends to followers’
mistakes and failures, to meet standards). 3. Management by exception passive (leader
waits till problems become severe before intervening)).
Bass says that the best leaders are both transactional as transformational
Transformation and transactional leadership are often contrasted with:
Laissez-Faire leadership: which avoids decision making and supervisory responsibilities.
Exhibits absence or lack of involvement. Absence of leadership.
