done. It is best to emphasize the positive aspects of the vision rather than the obstacles and dangers that lie ahead. Confidence is expressed in both words and actions. Lack of self-confidence is reflected in tentative, faltering language (e.g., guess,” and some nonverbal cues (e.g., frowns, “I “maybe,” “hopefully”) lack of eye contact, nervous gestures, weak posture). Express confidence in followers. The motivating effect of a vision also depends on the extent to which subordinates are confident about their ability to achieve it. Research on the Pygmalion effect found that people perform better when a leader has high expectations for them and shows confidence in them (Eden, 1984, 1990; Eden & Shani, 1982; Field, 1989; McNatt & Judge, 2004; Sutton & Woodman, 1989). It is especially important to foster confidence and optimism when the task is difficult or dangerous, or when team members lack confidence in themselves. If appropriate, the leader should remind followers how they overcame obstacles to achieve an earlier triumph. If they have never been successful before, the leader may be able to make an analogy between the present situation and success by a similar team or organizational unit. Review the specific strengths, assets, and resources that they can draw on to carry out the strategy. List the advantages they have relative to opponents or competitors. Explain why they are as good as or better than an earlier team that was successful in performing the same type of activity. Use dramatic, symbolic actions to emphasize key values. A vision is reinforced by leadership behavior that is consistent with it. Concern for a value or objective is demonstrated by the way a manager spends time, by resource allocation decisions made when trade-offs are necessary between objectives, by the questions the manager asks, and by what actions the manager rewards. Dramatic, highly visible actions can be used to emphasize key values, as in the following example: The division manager had a vision that included relationships in which people were open, creative, cooperative, and oriented toward learning. Past meetings of the management team had been overly formal, with detailed agendas, elaborate presentations, and excessive criticism. He began a three-day meeting to communicate his vision for the division by inviting people to a beachfront ceremony where they burned a pile of agendas, handouts, and evaluation forms.
done. It is best to emphasize the positive aspects of the vision rather than the obstacles and dangers that lie ahead. Confidence is expressed in both words and actions. Lack of self-confidence is reflected in tentative, faltering language (e.g., “I guess,” “maybe,” “hopefully”) and some nonverbal cues (e.g., frowns, lack of eye contact, nervous gestures, weak posture). Express confidence in followers. The motivating effect of a vision also depends on the extent to which subordinates are confident about their ability to achieve it. Research on the Pygmalion effect found that people perform better when a leader has high expectations for them and shows confidence in them (Eden, 1984, 1990; Eden & Shani, 1982; Field, 1989; McNatt & Judge, 2004; Sutton & Woodman, 1989). It is especially important to foster confidence and optimism when the task is difficult or dangerous, or when team members lack confidence in themselves. If appropriate, the leader should remind followers how they overcame obstacles to achieve an earlier triumph. If they have never been successful before, the leader may be able to make an analogy between the present situation and success by a similar team or organizational unit. Review the specific strengths, assets, and resources that they can draw on to carry out the strategy. List the advantages they have relative to opponents or competitors. Explain why they are as good as or better than an earlier team that was successful in performing the same type of activity. Use dramatic, symbolic actions to emphasize key values. A vision is reinforced by leadership behavior that is consistent with it. Concern for a value or objective is demonstrated by the way a manager spends time, by resource allocation decisions made when trade-offs are necessary between objectives, by the questions the manager asks, and by what actions the manager rewards. Dramatic, highly visible actions can be used to emphasize key values, as in the following example: The division manager had a vision that included relationships in which people were open, creative, cooperative, and oriented toward learning. Past meetings of the management team had been overly formal, with detailed agendas, elaborate presentations, and excessive criticism. He began a three-day meeting to communicate his vision for the division by inviting people to a beachfront ceremony where they burned a pile of agendas, handouts, and evaluation forms.
Charismatic+and+Transformational+Leadership.docx