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Managers do things right Leaders do the right things - Курсова робота

the genre of leadership described by the theory. The 1976 theory of charismatic leadership is a precursor to the value based leadership theory. The title "charismatic leadership" has been chosen because of its cavalier popular connotation. The term charisma is often taken in the colloquial sense, rather than the somewhat technical sense conceived by Max Weber. The word charisma commonly invokes impressions of a person who is charming, attractive, and sometimes macho, flamboyant, and sexually appealing. In contrast, Value Based Leadership is intended to convey the notion of a leader who arouses follower latent values or causes followers to internalize new values. Such value communication can be enacted in a quiet, non-emotionally expressive manner or in a more emotionally expressive manner. Examples of leaders who have communicated values to followers in an emotionally expressive manner are Winston Churchill, Lee Iacocca, Martin Luther King, and John F. Kennedy. Examples of leaders who have communicated values to followers in a less emotionally expressive manner are Mother Teresa, Mahatma Ghandi, and Nelson Mandela.
A second reason for abandoning the term charisma is that in current usage it implies that the collectivities led by charismatic leaders are highly leader-centered and that the leader is the source of all, or almost all, organizational strategy and inspiration of followers. One popular conception of charismatic leadership is that it is necessarily highly directive and disempowering of followers (Lindholm, 1990). In this paper, I hope to demonstrate the huge potential for value based leadership to be empowering and effective.
The Process and Effects of Value Based Leadership
In this section, an overview of what Value Based leadership is and how it works is presented. There is both theory and empirical evidence to suggest that value based leadership has a substantial effect on organizational performance. Waldman and his associates reported two studies of value based leader behavior as an antecedent to organizational profitability (Waldman, Ramirez & House, 1996; Waldman, Atwater & House, 1996). In these studies value based leadership accounted for between fifteen and twenty five percent of firm profitability over the three years following the time at which value based leadership was assessed. The design of these studies controlled for executive tenure, firm size, environmental turbulence, and prior firm profitability.
The theoretical process by which value-based leadership functions is described in the following paragraphs. Evidence for this process is presented in more detail in later sections in which the specific theories contributing to value based leadership theory is discussed.
Value based leaders infuse collectives, organizations, and work with ideological values by articulating an ideological vision, a vision of a better future to which followers are claimed to have a moral right. By claiming that followers have this right, the values articulated in the vision are rendered ideological - expressions of what is morally right and good. Ideological values are usually, if not always, end values which are intrinsically satisfying in their own right. In contrast to pragmatic values such as material gain, pay, and status, end values cannot be exchanged for other values. Examples of end values are independence, dignity, equality, the right to education and self-determination, beauty, and a world of peace and order. Ideological values theoretically resonate with the deeply held values and emotions of followers.
Acccording to value based leadership theory the visions articulated by this genre of leaders are consistent with the collective identity of the followers, and are emotionally and motivationally arousing. Emotional and motivational arousal induces follower identification with the collective vision and with the collective, results in enhncement of follower self-efficacy and self-worth, and have powerful motivtional effects on followers and on overall orgnizational performance.
Leaders of industrial and government organizations often articulate visions for their organizations. Such visions need not be grandiose. Visions of outstanding leaders in the normal work world can embrace such ideological values as a challenging and rewarding work environment; professional development opportunities; freedom from highly controlling rules and supervision; a fair return to major constituencies; fairness, craftsmanship and integrity; high quality services or products; or respect for organizational members, clients or customers and for the environment in which the organization functions. Whether conceived solely by the leader, by prior members of the collective, or jointly with followers, the articulation of a collective ideological vision by leaders theoretically results in self-sacrifice and effort, above and beyond the call of duty, by organizational members and exceptional synergy among members of the collective.
Follower respect, trust, and self-sacrifice are stimulated by identification with the values inherent in the leader's vision and the leader's demonstration of courage, determination and self-sacrifice in the interest of the organization and the vision. According to this perspective, value based leaders use follower value identifiction, and the respect and trust they earn to motivate high performance and a sense of mission in quest of the collective vision, and to introduce major organizational change. For some individuals, latent values are brought to consciousness as a result of the vision articulated by value based leaders. Also, some individuals change their values to be consistent with those of the leader.
Visions articulated by value based leaders need not be formulated exclusively by a single leader. The collective vision may have been initially conceived by leaders and members of the collective who preceded the current leader. In this case, the leader is one who perpetuates the vision by continuing to communicate it and institutionalizing it through the establishment and maintenance of institutional means such as strategies, policies, norms, rituals, ceremonies, and symbols. Alternatively, organizational visions can be formulated by leaders in conjunction with organizational members.
The effects of the articulation of and emphasis on ideological values are rather profound. Organizational members become aware of ideological values that they share with the leader and as a collective. Members identify with the collective vision and with the organization--thus a high level of collective cohesion is developed. Collaborative interactions among organizational members is enhanced. Individuals experience a sense of collective efficacy and a heightened sense of self-esteem as a result of their cohesion and the leader's expressions of confidence in their abilityto attain the vision. Further, motives