SPH-T 333 Chapter Notes - Chapter 15: Charismatic Authority, Transactional Leadership, Transformational Leadership
Chapter 15 Notes
• Trait approach – its basic premise is that good leaders are born, not made. Leaders possess
certain personal qualities that distinguish them from other members of an organization
• Leadership traits – long list of qualities for leaders
• Assessment center approach – to identify traits that can predict management potential and the
ability to progress to the higher levels of an organization
• Management competencies – technical skills, human skills, conceptual skills, personal skills,
conjoined skills
• Sport managers need competence in such areas as business procedures, resource management,
personal management, planning and evaluation, and programming techniques
• Ohio State LBDQ – leader behavior description questionnaire
• Consideration – the extent to which leaders promote camaraderie, mutual trust, liking, and
respect in relationship between themselves and their subordinate
• Initiating structure – the degree to which leaders structure their own work and that of their
subordinates to obtain the organizations goals
• Michigan studies – determining the behaviors of effective leaders
• Managerial leadership – formal leaders of a work group
• Path goal theory of leadership – concerned with understanding how a leaders behavior
influences the satisfaction and efforts of subordinates
• Least preferred coworker – LPC, an indicator of a leaders motivational traits
• Charismatic leadership – influencing major change in the attitudes and assumptions of
organization members and building commitment for the organizations mission or objectives
• Transformational leadership – more broadly than charismatic leadership but there is
considerable overlap between the two concepts
• Congers theory – charisma is an attributional phenomenon
• Charismatic leadership stages
o In the first stage, the leader senses opportunity and formulates a vision
o The second stage involves the leader articulating the vision
o The third stage requires the charismatic leader to build trust in the vision, he or she
must be seen as having the ability to lead the organization toward achieving the vision
• Transactional leadership – involves the leader in some form of transaction with subordinates
• Transformational leadership – leaders and followers raising one another to higher levels of
motivation and morality
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