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Deck 9: Charismatic and Transformational Leadership
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Question
Referring to the characteristics listed in Exhibit 9.1 on page 327, identify each statement by its characteristic using the letters a-i.
(Reference Exhibit 9.7)
__________ Our leader, who is very charismatic, has somehow convinced every one of us that we can do anything if only we believe in ourselves.
(Reference Exhibit 9.7)
__________ Our leader, who is very charismatic, has somehow convinced every one of us that we can do anything if only we believe in ourselves.
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Referring to the characteristics listed in Exhibit 9.1 on page 327, identify each statement by its characteristic using the letters a-i.
(Reference Exhibit 9.7)
__________ Your friend tells you that she is very uncomfortable with some of the comments her CEO makes about gays and minorities but does not want to say anything because of her strong commitment to his overall mission.
(Reference Exhibit 9.7)
__________ Your friend tells you that she is very uncomfortable with some of the comments her CEO makes about gays and minorities but does not want to say anything because of her strong commitment to his overall mission.
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Martin Luther King, Jr., Gandhi, John F. Kennedy, Adolph Hitler, Nelson Mandela, David Koresh (of the Branch Davidians), Herb Kelleher (of Southwest Airlines), and Richard Branson (of the Virgin Group) are/were charismatic leaders. Can you associate with each name a characteristic (see Exhibit 9.3 on page 336) of charisma you think best describes the individual? Note: If you are not familiar with these individuals, do library or Internet research on them before attempting an answer.
(Reference Exhibit 9.3)
(Reference Exhibit 9.3)
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Referring to the characteristics listed in Exhibit 9.1 on page 327, identify each statement by its characteristic using the letters a-i.
(Reference Exhibit 9.7)
__________ The commercial Nike ran a few years ago with the tagline "I want to be like Mike." To which effect of charismatic leadership on followers does this apply?
(Reference Exhibit 9.7)
__________ The commercial Nike ran a few years ago with the tagline "I want to be like Mike." To which effect of charismatic leadership on followers does this apply?
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In July 2009, Ursula Burns became the Chairwoman and CEO of Xerox, taking over from her former boss Ann Mulcahy. Xerox Corporation, a $22 billion global enterprise for business process and document management, is ranked No. 121 on the 2011 list of Fortune 500 companies.
Her elevation marked two milestones: the first time an African-American woman was named CEO of a major American corporation, and the first time a woman succeeded another woman in the top job at a company of this size. 84 Ms. Burns's story is the quintessential tale of the American Dream. She has defied the odds. She was raised in a housing project on Manhattan's Lower East Side by a hard-working single mother who cleaned, ironed, did child care-anything to see that Ursula and her siblings got a good education. She attended an all-girls Catholic High School in New York. he then went on to obtain a BS in Mechanical Engineering from Polytechnic Institute of NYU in 1980 and a master's in Mechanical Engineering from Columbia University a year later.
She joined Xerox as a summer intern in 1980. Ms. Burns, who is now 52, has never been shy about speaking her mind. On more than one occasion, her outspokenness caught the attention of higher-ups in the Xerox corporate office. It's how she ended up working with two of Xerox's former CEOs early on in her career. Referring to Ms. Burns, Mr. Hicks (former CEO) said, "She was enormously curious," she wanted to know why we were doing some things at the time, and she was always prepared in a way that I thought was very refreshing." Her hard work, determination, and dedication paid off. After a number of mid-level assignments, she eventually entered the executive ranks of Xerox. She was named a senior vice president in 2000 and became president of two different business groups over the next two years. Ann Mulcahy, the CEO at the time, told Ursula that she needed her help on the turnaround team. The pair worked closely together for almost a decade in a relationship that both women describe as a true partnership. Ms. Burns was named president of Xerox in 2007, a signal to investors and employees that she was the heir apparent.
African-Americans with Burns's background were not common at Xerox, but she never saw her race or low socioeconomic status as a liability. "My perspective comes in part from being a New York black lady, in part from being an engineer," she said. "I know that I'm smart and have opinions that are worth being heard." When asked who her big influences were before joining Xerox, Ms. Burns had this to say: "150 percent my mother. My mother was pragmatic, focused and exceedingly practical and she was the ultimate selfdetermining person." Burns describes her mother as a value-driven single mother who believed in the mantra, "where you are, is not who you are" and who viewed a good education as a way "up and out." 85
It is obvious that Ms. Burns is not comfortable being in the spotlight or getting all the recognition and praise that the media and others have heaped on her since being named to the top job at Xerox. "The accolades that I get for doing absolutely nothing are amazing-I've been named to every list, literally, since I became the CEO," Ms. Burns says. "In the first 30 days, I was named to a list of the most impressive XYZ. The accolades are good for five minutes, but then it takes kind of a shine off the real story. The real story is not Ursula Burns. I just happen to be the person standing up at this point representing Xerox."
She is taking over at a time when investors are eager to see Xerox build both revenue and earnings. She wants its 130,000 employees to get over the past, take more initiative, and become more fearless. She is encouraging them to take risks but not be reckless. She defines Xerox's culture as one of teamwork and the entrepreneurial spirit. Another contributing factor to Team Xerox's success is a shared vision. As Ms. Burns explains it, "The importance of having the people in the company completely aligned around a common set of goals, and using that alignment to drive a sense of urgency, focus and commitment, is crucial." Imploring all her followers to step up and take more initiative in solving problems, she said, "I cannot be viewed as the solution to all problems in this company." 86,87
About accomplishments that have taken place since she became CEO, such as major product announcements, launches of new businesses, acquisitions, and major operational efficiencies, she said they are all the "collective accomplishments of Team Xerox." This in fact is an example of her modesty and desire to share credit for an action that many analysts and investors criticized her for taking. According to the Wall Street Journal, the cornerstone of Ms. Burns's strategy, which she dubbed Xerox 2010, was the acquisition of Dallas-based service company Affiliated Computer Services (ACS) for $6.4 billion. At the time critics said it was the wrong move because it was too costly in the midst of a recession and too large-ACS had 74,000 employees compared to Xerox's 54,000 at the time. A year later, Ms. Burns is being lauded for the move. The service sector of Xerox is now bringing in nearly half of the company's total revenue. 88
In a recent speech to investors and analysts at the New York Stock Exchange, Ms Burns talked about "the new Xerox." "A lot has changed. We have been working on transforming the company. We're confident we have the right strategy, the competitive advantage and a disciplined focus on executing," she said. She is intent on transforming Xerox into a service-based business. This is a defensive strategy aimed at protecting the Xerox from the growing threat posed by digital technology to its traditional hardware line. 89 There is no doubt that her influence inside and outside Xerox is growing. She was recently named by President Barack Obama to help lead the White House national program on STEM (science, technology, engineering, and math) in November 2009 and was appointed vice chair of the President's Export Council in March 2010.
GO TO THE INTERNET: To learn more about Ursula Burns and Xerox, visit its Web site (http://www.xerox.com)
Support your answers to the following questions with specific information from the case and text or with other information you get from the Web or other sources.
1. In your opinion is Ursula Burns more of a charismatic leader, transformational leader, or both?
2. Exhibit 9.5 identifies transformational and charismatic leader behaviors. In your opinion, which of the behavioral components does Ms. Burns exemplify?
(Reference Exhibit 9.5)
3. A key attribute of servant leadership is that it transcends self-interest to serve the needs of others. Does Ursula Burns fit this bill?
4. Exhibit 9.4 identifies the qualities of charismatic and transformational leaders. Based on your knowledge of Ms. Burns, which of the 12 qualities can you directly attribute to her?
(Reference Exhibit 9.4)
5. Every leader has a sense of his or her personal meaning, described in the text as the degree to which people's lives make emotional sense and to which the demands confronted by them are perceived as being worthy of energy and commitment Based on the facts of the case, what is/are the sources from which Burns derives her personal meaning? (Note: personal meaning is discussed in the chapter as one of the factors used to differentiate between charismatic and transformational leadership).
C U M U L A T I V E C A S E Q U E S T I O N S
6. According to the leadership continuum model of Tannenbaum and Schmidt, where would you put Ursula Burns based on the facts of the case (see Chapter 5)?
7. Communication is a major competency for leaders (Chapter 6). Would you agree that this is a quality that Burns likely possesses, to have been as effective as she has been so far?
8. Leader-member exchange theory describes the type of relationship that often develops between leaders and followers (Chapter 7). How would you describe the dyadic relationship between Anne Mulcahy and Ursula Burns?
9. One of the characteristics of effective teams is the presence of a capable and competent team leader (Chapter 8). Chapter 8 describes different activities of the team leader in creating an effective team (see Exhibit 8.1 on page 283), including turning obstacles into opportunities. Would you describe Ursula Burns as an effective team leader?
(Reference Exhibit 8.1)
Her elevation marked two milestones: the first time an African-American woman was named CEO of a major American corporation, and the first time a woman succeeded another woman in the top job at a company of this size. 84 Ms. Burns's story is the quintessential tale of the American Dream. She has defied the odds. She was raised in a housing project on Manhattan's Lower East Side by a hard-working single mother who cleaned, ironed, did child care-anything to see that Ursula and her siblings got a good education. She attended an all-girls Catholic High School in New York. he then went on to obtain a BS in Mechanical Engineering from Polytechnic Institute of NYU in 1980 and a master's in Mechanical Engineering from Columbia University a year later.
She joined Xerox as a summer intern in 1980. Ms. Burns, who is now 52, has never been shy about speaking her mind. On more than one occasion, her outspokenness caught the attention of higher-ups in the Xerox corporate office. It's how she ended up working with two of Xerox's former CEOs early on in her career. Referring to Ms. Burns, Mr. Hicks (former CEO) said, "She was enormously curious," she wanted to know why we were doing some things at the time, and she was always prepared in a way that I thought was very refreshing." Her hard work, determination, and dedication paid off. After a number of mid-level assignments, she eventually entered the executive ranks of Xerox. She was named a senior vice president in 2000 and became president of two different business groups over the next two years. Ann Mulcahy, the CEO at the time, told Ursula that she needed her help on the turnaround team. The pair worked closely together for almost a decade in a relationship that both women describe as a true partnership. Ms. Burns was named president of Xerox in 2007, a signal to investors and employees that she was the heir apparent.
African-Americans with Burns's background were not common at Xerox, but she never saw her race or low socioeconomic status as a liability. "My perspective comes in part from being a New York black lady, in part from being an engineer," she said. "I know that I'm smart and have opinions that are worth being heard." When asked who her big influences were before joining Xerox, Ms. Burns had this to say: "150 percent my mother. My mother was pragmatic, focused and exceedingly practical and she was the ultimate selfdetermining person." Burns describes her mother as a value-driven single mother who believed in the mantra, "where you are, is not who you are" and who viewed a good education as a way "up and out." 85
It is obvious that Ms. Burns is not comfortable being in the spotlight or getting all the recognition and praise that the media and others have heaped on her since being named to the top job at Xerox. "The accolades that I get for doing absolutely nothing are amazing-I've been named to every list, literally, since I became the CEO," Ms. Burns says. "In the first 30 days, I was named to a list of the most impressive XYZ. The accolades are good for five minutes, but then it takes kind of a shine off the real story. The real story is not Ursula Burns. I just happen to be the person standing up at this point representing Xerox."
She is taking over at a time when investors are eager to see Xerox build both revenue and earnings. She wants its 130,000 employees to get over the past, take more initiative, and become more fearless. She is encouraging them to take risks but not be reckless. She defines Xerox's culture as one of teamwork and the entrepreneurial spirit. Another contributing factor to Team Xerox's success is a shared vision. As Ms. Burns explains it, "The importance of having the people in the company completely aligned around a common set of goals, and using that alignment to drive a sense of urgency, focus and commitment, is crucial." Imploring all her followers to step up and take more initiative in solving problems, she said, "I cannot be viewed as the solution to all problems in this company." 86,87
About accomplishments that have taken place since she became CEO, such as major product announcements, launches of new businesses, acquisitions, and major operational efficiencies, she said they are all the "collective accomplishments of Team Xerox." This in fact is an example of her modesty and desire to share credit for an action that many analysts and investors criticized her for taking. According to the Wall Street Journal, the cornerstone of Ms. Burns's strategy, which she dubbed Xerox 2010, was the acquisition of Dallas-based service company Affiliated Computer Services (ACS) for $6.4 billion. At the time critics said it was the wrong move because it was too costly in the midst of a recession and too large-ACS had 74,000 employees compared to Xerox's 54,000 at the time. A year later, Ms. Burns is being lauded for the move. The service sector of Xerox is now bringing in nearly half of the company's total revenue. 88
In a recent speech to investors and analysts at the New York Stock Exchange, Ms Burns talked about "the new Xerox." "A lot has changed. We have been working on transforming the company. We're confident we have the right strategy, the competitive advantage and a disciplined focus on executing," she said. She is intent on transforming Xerox into a service-based business. This is a defensive strategy aimed at protecting the Xerox from the growing threat posed by digital technology to its traditional hardware line. 89 There is no doubt that her influence inside and outside Xerox is growing. She was recently named by President Barack Obama to help lead the White House national program on STEM (science, technology, engineering, and math) in November 2009 and was appointed vice chair of the President's Export Council in March 2010.
GO TO THE INTERNET: To learn more about Ursula Burns and Xerox, visit its Web site (http://www.xerox.com)
Support your answers to the following questions with specific information from the case and text or with other information you get from the Web or other sources.
1. In your opinion is Ursula Burns more of a charismatic leader, transformational leader, or both?
2. Exhibit 9.5 identifies transformational and charismatic leader behaviors. In your opinion, which of the behavioral components does Ms. Burns exemplify?
(Reference Exhibit 9.5)
3. A key attribute of servant leadership is that it transcends self-interest to serve the needs of others. Does Ursula Burns fit this bill?
4. Exhibit 9.4 identifies the qualities of charismatic and transformational leaders. Based on your knowledge of Ms. Burns, which of the 12 qualities can you directly attribute to her?
(Reference Exhibit 9.4)
5. Every leader has a sense of his or her personal meaning, described in the text as the degree to which people's lives make emotional sense and to which the demands confronted by them are perceived as being worthy of energy and commitment Based on the facts of the case, what is/are the sources from which Burns derives her personal meaning? (Note: personal meaning is discussed in the chapter as one of the factors used to differentiate between charismatic and transformational leadership).
C U M U L A T I V E C A S E Q U E S T I O N S
6. According to the leadership continuum model of Tannenbaum and Schmidt, where would you put Ursula Burns based on the facts of the case (see Chapter 5)?
7. Communication is a major competency for leaders (Chapter 6). Would you agree that this is a quality that Burns likely possesses, to have been as effective as she has been so far?
8. Leader-member exchange theory describes the type of relationship that often develops between leaders and followers (Chapter 7). How would you describe the dyadic relationship between Anne Mulcahy and Ursula Burns?
9. One of the characteristics of effective teams is the presence of a capable and competent team leader (Chapter 8). Chapter 8 describes different activities of the team leader in creating an effective team (see Exhibit 8.1 on page 283), including turning obstacles into opportunities. Would you describe Ursula Burns as an effective team leader?
(Reference Exhibit 8.1)
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Referring to the characteristics listed in Exhibit 9.3 on on page 336, identify each statement by its characteristic using the letters a-j.
(Reference Exhibit 9.3)
_______________I see a future that is much better than the status quo. Let us grab the opportunity before it's too late.
(Reference Exhibit 9.3)
_______________I see a future that is much better than the status quo. Let us grab the opportunity before it's too late.
Question
Referring to the characteristics listed in Exhibit 9.1 on page 327, identify each statement by its characteristic using the letters a-i.
(Reference Exhibit 9.7)
__________In our church, the relationship between some members and the pastor is comparable to that of disciples to a master. These followers obey every instruction he utters.
(Reference Exhibit 9.7)
__________In our church, the relationship between some members and the pastor is comparable to that of disciples to a master. These followers obey every instruction he utters.
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Referring to the characteristics listed in Exhibit 9.3 on on page 336, identify each statement by its characteristic using the letters a-j.
(Reference Exhibit 9.3)
_______________ As the leader of his fraternity, Justin has a way of using eloquent, imaginative, and passionate presentations to inspire his fraternity brothers.
(Reference Exhibit 9.3)
_______________ As the leader of his fraternity, Justin has a way of using eloquent, imaginative, and passionate presentations to inspire his fraternity brothers.
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Referring to the characteristics listed in Exhibit 9.3 on on page 336, identify each statement by its characteristic using the letters a-j.
(Reference Exhibit 9.3)
_______________ Brooke has convinced each member of her cycling team that they have what it takes to win the Tour de France without resorting to using banned substances-i.e., dumping.
(Reference Exhibit 9.3)
_______________ Brooke has convinced each member of her cycling team that they have what it takes to win the Tour de France without resorting to using banned substances-i.e., dumping.
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Referring to the characteristics listed in Exhibit 9.3 on on page 336, identify each statement by its characteristic using the letters a-j.
(Reference Exhibit 9.3)
_______________ Jordan's honesty has had a significant impact on her followers; they seem to have more faith when it comes to following her directives.
(Reference Exhibit 9.3)
_______________ Jordan's honesty has had a significant impact on her followers; they seem to have more faith when it comes to following her directives.
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Referring to the characteristics listed in Exhibit 9.3 on on page 336, identify each statement by its characteristic using the letters a-j.
(Reference Exhibit 9.3)
_______________ Unlike her peer managers, Cullen has given his followers greater latitude and freedom in decisions affecting their jobs.
(Reference Exhibit 9.3)
_______________ Unlike her peer managers, Cullen has given his followers greater latitude and freedom in decisions affecting their jobs.
Question
Referring to the characteristics listed in Exhibit 9.1 on page 327, identify each statement by its characteristic using the letters a-i.
(Reference Exhibit 9.7)
__________ The members of the church referred to in No. 1 above believe that the pastor has the power to effect radical change by virtue of his transcendent vision, which is different from the status quo.
(Reference Exhibit 9.7)
__________ The members of the church referred to in No. 1 above believe that the pastor has the power to effect radical change by virtue of his transcendent vision, which is different from the status quo.
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Deck 9: Charismatic and Transformational Leadership
1
Referring to the characteristics listed in Exhibit 9.1 on page 327, identify each statement by its characteristic using the letters a-i.
(Reference Exhibit 9.7)
__________ Our leader, who is very charismatic, has somehow convinced every one of us that we can do anything if only we believe in ourselves.
(Reference Exhibit 9.7)
__________ Our leader, who is very charismatic, has somehow convinced every one of us that we can do anything if only we believe in ourselves.
Charisma is a Greek word that means "divinely inspired gift". In terms of leadership, charisma could be explained as an extraordinary quality of a leader that inspires and attracts the members of his team and also others get mesmerized by his personality. There are several effects of charismatic leaders on followers. Like they develop a sense of trust among followers; there is unconditional acceptance for the leader; there is development of strong confidence and strong self-efficacy among followers of charismatic leaders; umpteen loyalty and obedience could be seen among followers etc.
Answer: c
Because this statement says that a leader ahs empowered his followers by making them feel more confident and has increased their morale to achieve the objective of the team. Thus the answer is c.
Answer: c
Because this statement says that a leader ahs empowered his followers by making them feel more confident and has increased their morale to achieve the objective of the team. Thus the answer is c.
2
Identify each statement as being more characteristic of one or the other type of charismatic leadership:
A) socialized charismatic leader
B) personalized charismatic leader ship
_________ A leader who wants obedience, dependency, and submission from his followers.
A) socialized charismatic leader
B) personalized charismatic leader ship
_________ A leader who wants obedience, dependency, and submission from his followers.
There are two kinds of charismatic leaders- Socialized Charismatic Leader (SCL) and Personalized Charismatic Leader (PCL). Socialized Charismatic Leader is the one who works selflessly for the development of others, is self-transcendent and tries to empower others by using his charisma for the benefit of others. While, Personalized Charismatic Leader is the one who works selfishly for the development of his glory among others, is dominant, self-centred, is of narcissi personality and works only for his self-glorification.
Answer: b
This statement says about a leader who is dominant and wishes his followers are obedient to him and makes followers dependent on him. Thus he comes to into a category of Personalized Charismatic Leader.
Answer: b
This statement says about a leader who is dominant and wishes his followers are obedient to him and makes followers dependent on him. Thus he comes to into a category of Personalized Charismatic Leader.
3
The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
In Chapter 5, different types of power-legitimate, reward, coercive, referent, expert, connection, and information power-and influencing tactics were discussed. What type of power is the charismatic leader most likely to be associated with and why?
In Chapter 5, different types of power-legitimate, reward, coercive, referent, expert, connection, and information power-and influencing tactics were discussed. What type of power is the charismatic leader most likely to be associated with and why?
Charismatic leader is an individual who mesmerizes and attracts his followers by making an individual aware of his potentials. They posses certain effective qualities that benefits the followers and the overall organization. These leader posses qualities like superb vision, excellent communication skills, self-confidence and moral conviction, ability to inspire trust, high risk orientation, high energy and action orientation, relational power base, minimum internal conflict, ability to empower other, and a self promoting personality.
The type of powers that charismatic leader is most likely to get associated with is reward power, expert power and information power. A charismatic leader could be associated with reward power because he posses ability to recognize and reward his followers when they achieve great results. They could also be associated with expert power because of their expertise in their domain areas.
Charismatic leaders can also be associated with information power because of the vast pool of knowledge that they possess are a source of getting attracted towards the followers. Thus, it could be said that charismatic followers are full of powers that makes tehm stand out in a crowd.
The type of powers that charismatic leader is most likely to get associated with is reward power, expert power and information power. A charismatic leader could be associated with reward power because he posses ability to recognize and reward his followers when they achieve great results. They could also be associated with expert power because of their expertise in their domain areas.
Charismatic leaders can also be associated with information power because of the vast pool of knowledge that they possess are a source of getting attracted towards the followers. Thus, it could be said that charismatic followers are full of powers that makes tehm stand out in a crowd.
4
What is servant leadership?
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5
Describe the leading characteristics of charismatic leaders.
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6
Identify each statement as being more characteristic of one or the other type of charismatic leadership:
A) socialized charismatic leader
B) personalized charismatic leader ship
_________ When information is restricted and only used to preserve the image of the leader or to exaggerate external threats to the organization, it is an example of ____________.
A) socialized charismatic leader
B) personalized charismatic leader ship
_________ When information is restricted and only used to preserve the image of the leader or to exaggerate external threats to the organization, it is an example of ____________.
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7
Referring to the characteristics listed in Exhibit 9.1 on page 327, identify each statement by its characteristic using the letters a-i.
(Reference Exhibit 9.7)
__________ Your friend tells you that she is very uncomfortable with some of the comments her CEO makes about gays and minorities but does not want to say anything because of her strong commitment to his overall mission.
(Reference Exhibit 9.7)
__________ Your friend tells you that she is very uncomfortable with some of the comments her CEO makes about gays and minorities but does not want to say anything because of her strong commitment to his overall mission.
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8
Identify each statement as being more characteristic of one or the other style:
A) transformational leadership
B) transactional leadership
___________I like to think that as a leader, I inspire my followers to focus on higher ideals rather than self-interest.
A) transformational leadership
B) transactional leadership
___________I like to think that as a leader, I inspire my followers to focus on higher ideals rather than self-interest.
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9
The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Explain the importance of effective communication skills for charismatic and transformational leaders.
Explain the importance of effective communication skills for charismatic and transformational leaders.
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10
Identify each statement as being more characteristic of one or the other style:
A) transformational leadership
B) transactional leadership
___________ My vision is one that changes the status quo of this organization to something bigger and better.
A) transformational leadership
B) transactional leadership
___________ My vision is one that changes the status quo of this organization to something bigger and better.
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11
Martin Luther King, Jr., Gandhi, John F. Kennedy, Adolph Hitler, Nelson Mandela, David Koresh (of the Branch Davidians), Herb Kelleher (of Southwest Airlines), and Richard Branson (of the Virgin Group) are/were charismatic leaders. Can you associate with each name a characteristic (see Exhibit 9.3 on page 336) of charisma you think best describes the individual? Note: If you are not familiar with these individuals, do library or Internet research on them before attempting an answer.
(Reference Exhibit 9.3)
(Reference Exhibit 9.3)
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12
Identify each statement as being more characteristic of one or the other style:
A) transformational leadership
B) transactional leadership
___________ I just want to maintain the steady progress we have been making.
A) transformational leadership
B) transactional leadership
___________ I just want to maintain the steady progress we have been making.
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13
Referring to the characteristics listed in Exhibit 9.1 on page 327, identify each statement by its characteristic using the letters a-i.
(Reference Exhibit 9.7)
__________ The commercial Nike ran a few years ago with the tagline "I want to be like Mike." To which effect of charismatic leadership on followers does this apply?
(Reference Exhibit 9.7)
__________ The commercial Nike ran a few years ago with the tagline "I want to be like Mike." To which effect of charismatic leadership on followers does this apply?
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14
Identify each statement as being more characteristic of one or the other style:
A) transformational leadership
B) transactional leadership
___________ My job is to fulfil specific contractual arrangements with my employees, one individual at a time.
A) transformational leadership
B) transactional leadership
___________ My job is to fulfil specific contractual arrangements with my employees, one individual at a time.
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15
The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Servant leadership emphasizes being able to serve and lead. In your opinion, is this contradictory or doable?
Servant leadership emphasizes being able to serve and lead. In your opinion, is this contradictory or doable?
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16
Identify each statement as being more characteristic of one or the other style:
A) transformational leadership
B) transactional leadership
___________ We need to keep looking forward to new opportunities.
A) transformational leadership
B) transactional leadership
___________ We need to keep looking forward to new opportunities.
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17
In July 2009, Ursula Burns became the Chairwoman and CEO of Xerox, taking over from her former boss Ann Mulcahy. Xerox Corporation, a $22 billion global enterprise for business process and document management, is ranked No. 121 on the 2011 list of Fortune 500 companies.
Her elevation marked two milestones: the first time an African-American woman was named CEO of a major American corporation, and the first time a woman succeeded another woman in the top job at a company of this size. 84 Ms. Burns's story is the quintessential tale of the American Dream. She has defied the odds. She was raised in a housing project on Manhattan's Lower East Side by a hard-working single mother who cleaned, ironed, did child care-anything to see that Ursula and her siblings got a good education. She attended an all-girls Catholic High School in New York. he then went on to obtain a BS in Mechanical Engineering from Polytechnic Institute of NYU in 1980 and a master's in Mechanical Engineering from Columbia University a year later.
She joined Xerox as a summer intern in 1980. Ms. Burns, who is now 52, has never been shy about speaking her mind. On more than one occasion, her outspokenness caught the attention of higher-ups in the Xerox corporate office. It's how she ended up working with two of Xerox's former CEOs early on in her career. Referring to Ms. Burns, Mr. Hicks (former CEO) said, "She was enormously curious," she wanted to know why we were doing some things at the time, and she was always prepared in a way that I thought was very refreshing." Her hard work, determination, and dedication paid off. After a number of mid-level assignments, she eventually entered the executive ranks of Xerox. She was named a senior vice president in 2000 and became president of two different business groups over the next two years. Ann Mulcahy, the CEO at the time, told Ursula that she needed her help on the turnaround team. The pair worked closely together for almost a decade in a relationship that both women describe as a true partnership. Ms. Burns was named president of Xerox in 2007, a signal to investors and employees that she was the heir apparent.
African-Americans with Burns's background were not common at Xerox, but she never saw her race or low socioeconomic status as a liability. "My perspective comes in part from being a New York black lady, in part from being an engineer," she said. "I know that I'm smart and have opinions that are worth being heard." When asked who her big influences were before joining Xerox, Ms. Burns had this to say: "150 percent my mother. My mother was pragmatic, focused and exceedingly practical and she was the ultimate selfdetermining person." Burns describes her mother as a value-driven single mother who believed in the mantra, "where you are, is not who you are" and who viewed a good education as a way "up and out." 85
It is obvious that Ms. Burns is not comfortable being in the spotlight or getting all the recognition and praise that the media and others have heaped on her since being named to the top job at Xerox. "The accolades that I get for doing absolutely nothing are amazing-I've been named to every list, literally, since I became the CEO," Ms. Burns says. "In the first 30 days, I was named to a list of the most impressive XYZ. The accolades are good for five minutes, but then it takes kind of a shine off the real story. The real story is not Ursula Burns. I just happen to be the person standing up at this point representing Xerox."
She is taking over at a time when investors are eager to see Xerox build both revenue and earnings. She wants its 130,000 employees to get over the past, take more initiative, and become more fearless. She is encouraging them to take risks but not be reckless. She defines Xerox's culture as one of teamwork and the entrepreneurial spirit. Another contributing factor to Team Xerox's success is a shared vision. As Ms. Burns explains it, "The importance of having the people in the company completely aligned around a common set of goals, and using that alignment to drive a sense of urgency, focus and commitment, is crucial." Imploring all her followers to step up and take more initiative in solving problems, she said, "I cannot be viewed as the solution to all problems in this company." 86,87
About accomplishments that have taken place since she became CEO, such as major product announcements, launches of new businesses, acquisitions, and major operational efficiencies, she said they are all the "collective accomplishments of Team Xerox." This in fact is an example of her modesty and desire to share credit for an action that many analysts and investors criticized her for taking. According to the Wall Street Journal, the cornerstone of Ms. Burns's strategy, which she dubbed Xerox 2010, was the acquisition of Dallas-based service company Affiliated Computer Services (ACS) for $6.4 billion. At the time critics said it was the wrong move because it was too costly in the midst of a recession and too large-ACS had 74,000 employees compared to Xerox's 54,000 at the time. A year later, Ms. Burns is being lauded for the move. The service sector of Xerox is now bringing in nearly half of the company's total revenue. 88
In a recent speech to investors and analysts at the New York Stock Exchange, Ms Burns talked about "the new Xerox." "A lot has changed. We have been working on transforming the company. We're confident we have the right strategy, the competitive advantage and a disciplined focus on executing," she said. She is intent on transforming Xerox into a service-based business. This is a defensive strategy aimed at protecting the Xerox from the growing threat posed by digital technology to its traditional hardware line. 89 There is no doubt that her influence inside and outside Xerox is growing. She was recently named by President Barack Obama to help lead the White House national program on STEM (science, technology, engineering, and math) in November 2009 and was appointed vice chair of the President's Export Council in March 2010.
GO TO THE INTERNET: To learn more about Ursula Burns and Xerox, visit its Web site (http://www.xerox.com)
Support your answers to the following questions with specific information from the case and text or with other information you get from the Web or other sources.
1. In your opinion is Ursula Burns more of a charismatic leader, transformational leader, or both?
2. Exhibit 9.5 identifies transformational and charismatic leader behaviors. In your opinion, which of the behavioral components does Ms. Burns exemplify?
(Reference Exhibit 9.5)
3. A key attribute of servant leadership is that it transcends self-interest to serve the needs of others. Does Ursula Burns fit this bill?
4. Exhibit 9.4 identifies the qualities of charismatic and transformational leaders. Based on your knowledge of Ms. Burns, which of the 12 qualities can you directly attribute to her?
(Reference Exhibit 9.4)
5. Every leader has a sense of his or her personal meaning, described in the text as the degree to which people's lives make emotional sense and to which the demands confronted by them are perceived as being worthy of energy and commitment Based on the facts of the case, what is/are the sources from which Burns derives her personal meaning? (Note: personal meaning is discussed in the chapter as one of the factors used to differentiate between charismatic and transformational leadership).
C U M U L A T I V E C A S E Q U E S T I O N S
6. According to the leadership continuum model of Tannenbaum and Schmidt, where would you put Ursula Burns based on the facts of the case (see Chapter 5)?
7. Communication is a major competency for leaders (Chapter 6). Would you agree that this is a quality that Burns likely possesses, to have been as effective as she has been so far?
8. Leader-member exchange theory describes the type of relationship that often develops between leaders and followers (Chapter 7). How would you describe the dyadic relationship between Anne Mulcahy and Ursula Burns?
9. One of the characteristics of effective teams is the presence of a capable and competent team leader (Chapter 8). Chapter 8 describes different activities of the team leader in creating an effective team (see Exhibit 8.1 on page 283), including turning obstacles into opportunities. Would you describe Ursula Burns as an effective team leader?
(Reference Exhibit 8.1)
Her elevation marked two milestones: the first time an African-American woman was named CEO of a major American corporation, and the first time a woman succeeded another woman in the top job at a company of this size. 84 Ms. Burns's story is the quintessential tale of the American Dream. She has defied the odds. She was raised in a housing project on Manhattan's Lower East Side by a hard-working single mother who cleaned, ironed, did child care-anything to see that Ursula and her siblings got a good education. She attended an all-girls Catholic High School in New York. he then went on to obtain a BS in Mechanical Engineering from Polytechnic Institute of NYU in 1980 and a master's in Mechanical Engineering from Columbia University a year later.
She joined Xerox as a summer intern in 1980. Ms. Burns, who is now 52, has never been shy about speaking her mind. On more than one occasion, her outspokenness caught the attention of higher-ups in the Xerox corporate office. It's how she ended up working with two of Xerox's former CEOs early on in her career. Referring to Ms. Burns, Mr. Hicks (former CEO) said, "She was enormously curious," she wanted to know why we were doing some things at the time, and she was always prepared in a way that I thought was very refreshing." Her hard work, determination, and dedication paid off. After a number of mid-level assignments, she eventually entered the executive ranks of Xerox. She was named a senior vice president in 2000 and became president of two different business groups over the next two years. Ann Mulcahy, the CEO at the time, told Ursula that she needed her help on the turnaround team. The pair worked closely together for almost a decade in a relationship that both women describe as a true partnership. Ms. Burns was named president of Xerox in 2007, a signal to investors and employees that she was the heir apparent.
African-Americans with Burns's background were not common at Xerox, but she never saw her race or low socioeconomic status as a liability. "My perspective comes in part from being a New York black lady, in part from being an engineer," she said. "I know that I'm smart and have opinions that are worth being heard." When asked who her big influences were before joining Xerox, Ms. Burns had this to say: "150 percent my mother. My mother was pragmatic, focused and exceedingly practical and she was the ultimate selfdetermining person." Burns describes her mother as a value-driven single mother who believed in the mantra, "where you are, is not who you are" and who viewed a good education as a way "up and out." 85
It is obvious that Ms. Burns is not comfortable being in the spotlight or getting all the recognition and praise that the media and others have heaped on her since being named to the top job at Xerox. "The accolades that I get for doing absolutely nothing are amazing-I've been named to every list, literally, since I became the CEO," Ms. Burns says. "In the first 30 days, I was named to a list of the most impressive XYZ. The accolades are good for five minutes, but then it takes kind of a shine off the real story. The real story is not Ursula Burns. I just happen to be the person standing up at this point representing Xerox."
She is taking over at a time when investors are eager to see Xerox build both revenue and earnings. She wants its 130,000 employees to get over the past, take more initiative, and become more fearless. She is encouraging them to take risks but not be reckless. She defines Xerox's culture as one of teamwork and the entrepreneurial spirit. Another contributing factor to Team Xerox's success is a shared vision. As Ms. Burns explains it, "The importance of having the people in the company completely aligned around a common set of goals, and using that alignment to drive a sense of urgency, focus and commitment, is crucial." Imploring all her followers to step up and take more initiative in solving problems, she said, "I cannot be viewed as the solution to all problems in this company." 86,87
About accomplishments that have taken place since she became CEO, such as major product announcements, launches of new businesses, acquisitions, and major operational efficiencies, she said they are all the "collective accomplishments of Team Xerox." This in fact is an example of her modesty and desire to share credit for an action that many analysts and investors criticized her for taking. According to the Wall Street Journal, the cornerstone of Ms. Burns's strategy, which she dubbed Xerox 2010, was the acquisition of Dallas-based service company Affiliated Computer Services (ACS) for $6.4 billion. At the time critics said it was the wrong move because it was too costly in the midst of a recession and too large-ACS had 74,000 employees compared to Xerox's 54,000 at the time. A year later, Ms. Burns is being lauded for the move. The service sector of Xerox is now bringing in nearly half of the company's total revenue. 88
In a recent speech to investors and analysts at the New York Stock Exchange, Ms Burns talked about "the new Xerox." "A lot has changed. We have been working on transforming the company. We're confident we have the right strategy, the competitive advantage and a disciplined focus on executing," she said. She is intent on transforming Xerox into a service-based business. This is a defensive strategy aimed at protecting the Xerox from the growing threat posed by digital technology to its traditional hardware line. 89 There is no doubt that her influence inside and outside Xerox is growing. She was recently named by President Barack Obama to help lead the White House national program on STEM (science, technology, engineering, and math) in November 2009 and was appointed vice chair of the President's Export Council in March 2010.
GO TO THE INTERNET: To learn more about Ursula Burns and Xerox, visit its Web site (http://www.xerox.com)
Support your answers to the following questions with specific information from the case and text or with other information you get from the Web or other sources.
1. In your opinion is Ursula Burns more of a charismatic leader, transformational leader, or both?
2. Exhibit 9.5 identifies transformational and charismatic leader behaviors. In your opinion, which of the behavioral components does Ms. Burns exemplify?
(Reference Exhibit 9.5)
3. A key attribute of servant leadership is that it transcends self-interest to serve the needs of others. Does Ursula Burns fit this bill?
4. Exhibit 9.4 identifies the qualities of charismatic and transformational leaders. Based on your knowledge of Ms. Burns, which of the 12 qualities can you directly attribute to her?
(Reference Exhibit 9.4)
5. Every leader has a sense of his or her personal meaning, described in the text as the degree to which people's lives make emotional sense and to which the demands confronted by them are perceived as being worthy of energy and commitment Based on the facts of the case, what is/are the sources from which Burns derives her personal meaning? (Note: personal meaning is discussed in the chapter as one of the factors used to differentiate between charismatic and transformational leadership).
C U M U L A T I V E C A S E Q U E S T I O N S
6. According to the leadership continuum model of Tannenbaum and Schmidt, where would you put Ursula Burns based on the facts of the case (see Chapter 5)?
7. Communication is a major competency for leaders (Chapter 6). Would you agree that this is a quality that Burns likely possesses, to have been as effective as she has been so far?
8. Leader-member exchange theory describes the type of relationship that often develops between leaders and followers (Chapter 7). How would you describe the dyadic relationship between Anne Mulcahy and Ursula Burns?
9. One of the characteristics of effective teams is the presence of a capable and competent team leader (Chapter 8). Chapter 8 describes different activities of the team leader in creating an effective team (see Exhibit 8.1 on page 283), including turning obstacles into opportunities. Would you describe Ursula Burns as an effective team leader?
(Reference Exhibit 8.1)
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18
Why is the theory of charisma described as a doubleedged sword?
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19
Referring to the characteristics listed in Exhibit 9.3 on on page 336, identify each statement by its characteristic using the letters a-j.
(Reference Exhibit 9.3)
_______________I see a future that is much better than the status quo. Let us grab the opportunity before it's too late.
(Reference Exhibit 9.3)
_______________I see a future that is much better than the status quo. Let us grab the opportunity before it's too late.
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20
Referring to the characteristics listed in Exhibit 9.1 on page 327, identify each statement by its characteristic using the letters a-i.
(Reference Exhibit 9.7)
__________In our church, the relationship between some members and the pastor is comparable to that of disciples to a master. These followers obey every instruction he utters.
(Reference Exhibit 9.7)
__________In our church, the relationship between some members and the pastor is comparable to that of disciples to a master. These followers obey every instruction he utters.
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21
Identify each statement as being more characteristic of one or the other type of charismatic leadership:
A) socialized charismatic leader
B) personalized charismatic leader ship
_________A leader whose primary motive is self-glorification.
A) socialized charismatic leader
B) personalized charismatic leader ship
_________A leader whose primary motive is self-glorification.
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22
Referring to the characteristics listed in Exhibit 9.3 on on page 336, identify each statement by its characteristic using the letters a-j.
(Reference Exhibit 9.3)
_______________ As the leader of his fraternity, Justin has a way of using eloquent, imaginative, and passionate presentations to inspire his fraternity brothers.
(Reference Exhibit 9.3)
_______________ As the leader of his fraternity, Justin has a way of using eloquent, imaginative, and passionate presentations to inspire his fraternity brothers.
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23
The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
A strong emotional attachment and loyalty to a charismatic leader can have both beneficial and detrimental effects on followers. Explain both types of effects on followers.
A strong emotional attachment and loyalty to a charismatic leader can have both beneficial and detrimental effects on followers. Explain both types of effects on followers.
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24
The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Do you believe everyone has the same capability to become a servant leader, or are some people by their nature more inclined to be servant leaders?
Do you believe everyone has the same capability to become a servant leader, or are some people by their nature more inclined to be servant leaders?
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25
Referring to the characteristics listed in Exhibit 9.3 on on page 336, identify each statement by its characteristic using the letters a-j.
(Reference Exhibit 9.3)
_______________ Brooke has convinced each member of her cycling team that they have what it takes to win the Tour de France without resorting to using banned substances-i.e., dumping.
(Reference Exhibit 9.3)
_______________ Brooke has convinced each member of her cycling team that they have what it takes to win the Tour de France without resorting to using banned substances-i.e., dumping.
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26
Describe the various sources from which one can draw his or her personal meaning.
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27
Describe the limitations of charismatic leadership theory.
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28
Referring to the characteristics listed in Exhibit 9.3 on on page 336, identify each statement by its characteristic using the letters a-j.
(Reference Exhibit 9.3)
_______________ Jordan's honesty has had a significant impact on her followers; they seem to have more faith when it comes to following her directives.
(Reference Exhibit 9.3)
_______________ Jordan's honesty has had a significant impact on her followers; they seem to have more faith when it comes to following her directives.
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29
Making decisions is a big part of any manager's job. Making decisions that determine the direction a company will take is the job of a CEO. Mark Dwight, former CEO of Timbuk2, a manufacturer of bicycle messenger bags, was comfortable with this role, even though it meant sometimes making unpopular decisions-or even making mistakes. Most of the decisions Dwight made at Timbuk2 were nonprogrammed decisions-such as the design of a new product or the type of fabric to use. These decisions can affect sales, the brand image, and even overall performance of the company. "Mark is the guy with the vision," said marketing manager Macy Allatt. "He will drive decision making, but he's very open to taking input from other people. When decisions need to be made, everyone sits down and we hash it out, and when we come out of the room, we feel like we're going to make some progress." Just about every decision Mark Dwight faced at Timbuk2 had some degree of uncertainty. He knew that he wanted Timbuk2 to achieve $25 million in sales in five years; he knew that he wanted the firm to reach new markets; he knew that the firm needed to find new distribution channels. But there was no guarantee that a single decision would be the right one.
1. Would you describe Timbuk2 former CEO Mark Dwight as a charismatic leader? Why or why not?
2. Does Mark Dwight possess any characteristics of a transformational leader? If so, what are they?
1. Would you describe Timbuk2 former CEO Mark Dwight as a charismatic leader? Why or why not?
2. Does Mark Dwight possess any characteristics of a transformational leader? If so, what are they?
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30
Identify each statement as being more characteristic of one or the other type of charismatic leadership:
A) socialized charismatic leader
B) personalized charismatic leader ship
_________ A leader whose primary motive is to achieve collective interest through close supportive relationships with all followers.
A) socialized charismatic leader
B) personalized charismatic leader ship
_________ A leader whose primary motive is to achieve collective interest through close supportive relationships with all followers.
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31
Referring to the characteristics listed in Exhibit 9.3 on on page 336, identify each statement by its characteristic using the letters a-j.
(Reference Exhibit 9.3)
_______________ Unlike her peer managers, Cullen has given his followers greater latitude and freedom in decisions affecting their jobs.
(Reference Exhibit 9.3)
_______________ Unlike her peer managers, Cullen has given his followers greater latitude and freedom in decisions affecting their jobs.
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32
Referring to the characteristics listed in Exhibit 9.1 on page 327, identify each statement by its characteristic using the letters a-i.
(Reference Exhibit 9.7)
__________ The members of the church referred to in No. 1 above believe that the pastor has the power to effect radical change by virtue of his transcendent vision, which is different from the status quo.
(Reference Exhibit 9.7)
__________ The members of the church referred to in No. 1 above believe that the pastor has the power to effect radical change by virtue of his transcendent vision, which is different from the status quo.
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33
Describe four key behaviors characteristic of transformational and charismatic leaders.
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34
The following critical-thinking questions can be used for class discussion and/or as written assignments to develop communication skills. Be sure to give complete explanations for all questions.
Charismatic leaders are said to possess special traits that influence their behaviors. Three such traits described in the chapter are envisioning, empathy, and empowerment. Explain how each of these traits influences how followers perceive the charismatic leader.
Charismatic leaders are said to possess special traits that influence their behaviors. Three such traits described in the chapter are envisioning, empathy, and empowerment. Explain how each of these traits influences how followers perceive the charismatic leader.
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35
Identify each statement as being more characteristic of one or the other type of charismatic leadership:
A) socialized charismatic leader
B) personalized charismatic leader ship
_________ A leader who is more interested in protecting, maintaining, and enhancing his or her self-image.
A) socialized charismatic leader
B) personalized charismatic leader ship
_________ A leader who is more interested in protecting, maintaining, and enhancing his or her self-image.
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36
Citing specific examples, explain how charismatic leaders of the past used vision and superb communication skills to make their case.
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37
Describe some key attributes/qualities of transformational leaders.
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