Chapter 10 Leadership and Decision Making in Groups 281c Vision. A principal at a failing high school might have an idea in her mind of
what her school would look like if it were functioning more effectively. She
might envision students who are engaged in cooperative projects, an active
PTA organization, a new library or computer lab, or mentoring partnerships
with members of the surrounding business community. Visionary leaders
are able to picture a new or different reality from what currently exists and
consider the bigger, long-range picture of the group’s or organization’s future
(Sashkin & Burke, 1990). They do not just consider how best to reach
certain goals, but they also question the very goals themselves and are able
to empower group members to take some risks, explore possibilities, and
develop creative ideas (Uhl-Bien, 2006). Of course, when leading groups on
a day-to-day basis, such questioning may stall the ability to move forward on
basic tasks. But when attempting major reforms or trying to get to the root
of serious problems, having this kind of vision is a key ingredient of leader-
ship effectiveness (Bennis & Nanus, 1985).
c Charisma. Although vision may be important for many kinds of leadership,
other leaders may be effective because they have an engaging personality and
dynamic speaking style. Charismatic leaders are vibrant, likable communi-
cators who generate a positive image among their followers. Their charisma
can motivate people and make them respond receptively to their leader’s
ideas (Bono & Ilies, 2006; Cherulnik, Donley, Wiewel, & Miller, 2001). The
principal, for example, might at a town meeting speak enthusiastically about
the school and her plans, compliment the community, and maybe even tell
some tasteful jokes. Her dynamism could help motivate her
faculty, her students, their parents, and community leaders
to embrace and work toward her goals.c Initiative. Our principal may have vision or charisma
(or both), but to make major reforms at her school, she
is also likely to need the initiative and energy to make
these changes a real possibility. Transformative leaders see
change, adaptation, and growth as the means for groups
and organizations to survive. They spark change not only
by having a new vision but also by conveying that vision
clearly to others, showing real passion for the work ahead,
and energizing the group toward meeting the goals set forth
in the vision. If the principal is able to change her school
from a failing one to a highly successful one (that is, to
bring reality in line with her vision), she would have to
ensure that things actually happen—for example, that her
incentives or programs actually make students and teachers
work harder and that the hard work results in higher levels
of engagement and performance. As Northhouse (2012)
explains, “transformational leadership involves an excep-
tional form of influence that moves followers to accomplish
more than what is usually expected of them” (p. 169).
You have likely noticed that many of our most celebrated lead-
ers, like Martin Luther King, Jr., Alice Paul, Winston Churchill,
ACTIVIST CELEBRITIES
like environmentalist
Leonardo DiCaprio use their
charisma to bring about social
change and awareness for
causes. JIM RUYMEN/UPI/LandovCONNECT
All types of leaders—
visionary, transformative,
and charismatic—must
have the ability to per-
suade others to their plan
or way of thinking. They
must be able to speak
persuasively (Chapter 16)
in a way that resonates
with their audience.