gest that charismatic leadership is expressed as relatively similar in a variety of countries,
including Canada, Hungary, India, Turkey, Austria, Singapore, Sweden, and Venezuela.^40
This finding indicates that there may be some universal aspects of this style of leadership.Sharing a Vision
Perhaps one of the key components of charismatic leadership is the ability to articulate
a vision. A review of various definitions finds that a vision differs from other forms of
direction setting in several ways:
A vision has clear and compelling imagery that offers an innovative way to improve,
which recognizes and draws on traditions, and connects to actions that people can take to
realize change. Vision taps people’s emotions and energy. Properly articulated, a vision
creates the enthusiasm that people have for sporting events and other leisure-time activi-
ties, bringing the energy and commitment to the workplace.^41
The key properties of a vision seem to be inspirational possibilities that are value-cen-
tred and realizable, with superior imagery and articulation.^42 Visions should be able
to create possibilities that are inspirational and unique, and offer a new order that can
produce organizational distinction. A vision is likely to fail if it does not offer a view of
the future that is clearly and demonstrably better for the organization and its mem-
bers. Desirable visions fit the times and circumstances and reflect the uniqueness of
the organization. People in the organization must also believe that the vision is attain-
able. It should be perceived as challenging yet doable. Visions that have clear articula-
tion and powerful imagery are more easily grasped and accepted. Case Incident—Anne
Mulcahy at Xeroxon the CD-ROM that accompanies this textbook discusses how vision-
ary leadership helped turn Xerox around.RESEARCH FINDINGS Charismatic Leadership
A number of studies demonstrate the effectiveness of charismatic and transformational
leadership.^43 We consider the impact of this leadership style on company performance
and individual performance.Company PerformanceDo vision and charismatic leadership really make a dif-
ference? Several studies provide positive evidence that they do:270 Part 4Sharing the Organizational Vision
EXHIBIT 8-9 Characteristics of Transactional and Transformational LeadersTransactional Leader
Contingent rewards:Contracts exchange of rewards for effort, promises rewards for good performance, recognizes
accomplishments.
Management by exception (active): Watches and searches for deviations from rules and standards, takes corrective action.
Management by exception(passive): Intervenes only if standards are not met.
Laissez-faire:Abdicates responsibilities, avoids making decisions.Transformational Leader
Charisma:Provides vision and sense of mission, instills pride, gains respect and trust.
Inspiration:Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.
Intellectual stimulation:Promotes intelligence, rationality, and careful problem solving.
Individualized consideration:Gives personal attention, treats each employee individually,coaches, advises.Source:B. M. Bass, “From Transactional to Transformational Leadership: Learning to Share the Vision,” Organizational Dynamics,Winter 1990, p.- Reprinted by permission of the publisher. American Management Association, New York. All rights reserved.