A Personal Perspective on Change-Oriented Leadership. David Mattson
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1 A Personal Perspective on Change-Oriented Leadership David Mattson
2 Change-Oriented Leadership My Offerings A conceptual frame related to my personal experience.
3 Assuming you are a change-agent embarked on a mission of change Four key factors 1. Your personality Knowledge of self 2. Quality of your argument for change 3. Your knowledge of context CHANGE AGENT 4. Change space Other participants Contextual influences CHANGE ENVIRONMENT
4 A traditional distinction Transformational Intent on change Transactional Focused on transactions within existing norms LEADERSHIP FOCUS OR INTENTIONS (vs. style )
5 A traditional distinction Transformational Intent on change Transactional Focused on transactions within existing norms LEADERSHIP FOCUS OR INTENTIONS (vs. style )
6 Transformational & Transactional relative to the domain of power DOMAIN OF INFLUENCE & PERSUASION Transactional POSITIONAL Transformational SITUATIONAL DOMAIN OF POWER Option on coercion/ punitive measures
7 Transformational & Transactional relative to the domain of power Transactional DOMAIN OF INFLUENCE & PERSUASION Transformational DOMAIN OF POWER Inspire & persuade Coerce (Gain compliance) Inspire & persuade
8 Transformation Means of PERSUASIVE engagement Means of Persuasive Engagement Idealized influence Inspirational motivation Rectitude Conformity Tradition Universalism Stimulation Rectitude Universalism Intellectual stimulation Individual consideration Enlightenment Self-direction Stimulation Benevolence Affection Respect
9 Transformation Means of PERSUASIVE engagement Means of Persuasive Engagement Idealized influence Inspirational motivation Rectitude Conformity Tradition Universalism Stimulation Rectitude Universalism SELF- TRANSCENDENCE Intellectual stimulation Individual consideration Enlightenment Self-direction Stimulation Benevolence Affection Respect
10 Transformation Means of PERSUASIVE engagement Means of Persuasive Engagement Idealized influence Inspirational motivation Intellectual stimulation Individual consideration Leadership Style IDEALOGUE Theorist Missionary CHARISMATIC Inspirer Visionary Motivator Transformer ANALYZER RELATIONAL Sensitive Amiable
11 Transformation Means of PERSUASIVE engagement Means of Persuasive Engagement Idealized influence Inspirational motivation Intellectual stimulation Individual consideration Leadership Style IDEALOGUE Theorist Missionary CHARISMATIC Inspirer Visionary Motivator Transformer ANALYZER RELATIONAL Sensitive Amiable
12 The traditional equation Leadership Transformational ( style or intent) Charisma
13 Personality & Leadership Perceived & Demonstrated Performance Weber Popper Bono Judge Big 5 traits + EXTRAVERSION (SURGENCY) + OPENNESS TO EXPERIENCE (INTELLECT) + CONSCIENTIOUSNESS + Low anxiety + Internal locus of control + Secure attachment style + Oral communication - NEUROTICISM
14 Personality & Leadership Perceived & Demonstrated Performance Weber Popper Bono Judge Big 5 traits + EXTRAVERSION (SURGENCY) + OPENNESS TO EXPERIENCE (INTELLECT) + CONSCIENTIOUSNESS - NEUROTICISM An aside about extraversion Situational leadership is very time & energy consumptive,... which, to sustain, virtually requires an extraverted personality.
15 Personality & Leadership Perceived & Demonstrated Performance A continuing aside about Theorist or Ideological Leaders (Independent of charisma & extraversion) Surgency is often maintained through a commitment to rectitude and related rectitude indulgences. A related risk: Rectitude addiction
16 Personality & Leadership Perceived & Demonstrated Performance Weber Popper Bono Judge Big 5 traits + EXTRAVERSION (SURGENCY) + OPENNESS TO EXPERIENCE (INTELLECT)? + CONSCIENTIOUSNESS + Strong positive correlation with Emotional Intelligence Ability to perceive Ability to regulate Ability to use knowledge of Weak positive correlation with General Intelligence (IQ) - NEUROTICISM
17 Personality & Leadership Perceived & Demonstrated Performance Weber Popper Bono Judge Big 5 traits + EXTRAVERSION (SURGENCY) + OPENNESS TO EXPERIENCE (INTELLECT) + CONSCIENTIOUSNESS Values Power Achievement Stimulation Self-direction Conformity Tradition
18 Personality & Leadership Perceived & Demonstrated Performance Weber Popper Bono Judge Big 5 traits + EXTRAVERSION (SURGENCY) + OPENNESS TO EXPERIENCE (INTELLECT) + CONSCIENTIOUSNESS Values Power Achievement Stimulation SELF- INDULGENCE Self-direction Conformity Tradition CURBING INFLUENCE
19 Personality & Leadership Weber Popper Bono Judge Charismatic extraverts have a strong power orientation Change-agency is inherently aggressive
20 Personality & Leadership Weber Popper Bono Judge Charismatic extraverts have a strong power orientation Change-agency is inherently aggressive Potential for regressive abusive relations
21 Personality & Leadership Narcissism Weber Popper Extraversion Charisma Sense of Specialness Narcissism
22 Personality & Leadership Narcissism Weber Popper Normal or healthy narcissism Pathological narcissism SOCIALIZED CHARISMATIC PATHOLOGICAL CHARISMATIC Developmental relations Foster follower empowerment Self-transcendence Regressive relations Foster follower dependency Self-indulgence
23 Personality & Leadership Narcissism Weber Popper Normal or healthy narcissism Pathological narcissism SOCIALIZED CHARISMATIC PATHOLOGICAL CHARISMATIC Low Psychoticism Altruistic Cooperative Empathetic Neuroticism Excess of negative affect (e.g., fear) Deficit of positive affect (depression) High Psychoticism Angry Aggressive Egotistic
24 Personality & Leadership Narcissism Weber Popper Normal or healthy narcissism Pathological narcissism SOCIALIZED CHARISMATIC PATHOLOGICAL CHARISMATIC King Hero Father Visionary Servant Pseudotransformational Tyrant
25 Personality & Leadership Narcissism Weber Popper Normal or healthy narcissism Pathological narcissism SOCIALIZED CHARISMATIC Ghandi PATHOLOGICAL CHARISMATIC Hitler
26 Personality & Leadership Narcissism Weber Popper Normal or healthy narcissism Pathological narcissism SOCIALIZED CHARISMATIC PATHOLOGICAL CHARISMATIC HIGH Self-monitoring Self-regulating Self-knowing Self-transcendent LOW
27 Personality & Leadership Narcissism Weber Popper Normal or healthy narcissism Pathological narcissism SOCIALIZED CHARISMATIC PATHOLOGICAL CHARISMATIC Monitoring, regulating & controlling aggression & need-for-power (n-pow)
28 Personality & Leadership The Challenge of Personality Hazardous prerequisite Transformational leaders need to be different or special Risk 1 Personally, they are on the cusp of normal & pathological narcissism Risk 2 Socially, they are on the cusp of charisma & stigma The basis of self-regulation? SELF-KNOWLEDGE Weber Popper
29 Personality & Change-agency Willingness to bear risk Change Agent Professional advocate or agitator Positional leader LOWER Risk & Initiative Situational advocate HIGHER
30 Personality & Change-agency Willingness to bear risk Risk averse Agreeable Conscientious Seeking Security Conformity Tradition Benevolence Risk taking Extraverted Open to experience Seeking Stimulation Self-direction Intuitive High self-esteem Tolerant of ambiguity Internal locus of control Impulsive Low anxiety
31 Personality & Change-agency Willingness to bear risk Risk averse Agreeable Conscientious Seeking Security Conformity Tradition Benevolence CONSERVATISM Risk taking Extraverted Open to experience Seeking Stimulation Self-direction LEADERSHIP Intuitive High self-esteem Tolerant of ambiguity Internal locus of control Impulsive Low anxiety
32 Personality & Change-agency Willingness to bear risk Risk taking Stimulational Paratelic Seeks arousal Instrumental Rational Future oriented Risk adapters Goal achievers
33 Social Construction of Influence & Charisma Change-agency and Leadership are fundamentally about the relationship or exchange of Leader & Led, or Change-agent & other change participants
34 Social Construction of Influence & Charisma (Charisma) HIGH Socially constructed Influence Opinion Leader Effective Change Agent LOW Intentionality Agent constructed HIGH
35 Social Construction of Influence & Charisma Physical appearance of Change-agent (male, mature-faced) Personality of Change-agent Charisma (Influence) Prototypicality (embodiment of group Image & values) State of Environment (level of uncertainty, adversity coefficient ) Follower states & personalities (locus of control, level of anxiety, selfesteem, attachment style, tolerance of ambiguity) History of Interaction wt followers
36 Social Construction of Influence & Charisma Physical appearance of Change-agent (male, mature-faced) Personality of Change-agent Charisma (Influence) LEGITIMACY Prototypicality (embodiment of group Image & values) State of Environment (level of uncertainty, adversity coefficient ) Follower states & personalities (locus of control, level of anxiety, selfesteem, attachment style, tolerance of ambiguity) History of Interaction wt followers
37 Social Construction of Influence & Charisma Physical appearance of Change-agent (male, mature-faced) State of Environment (level of uncertainty, adversity coefficient ) Personality of Change-agent Charisma (Influence) LEGITIMACY Follower states & personalities Change-Agent Knowledge (locus of control, level of anxiety, selfesteem, attachment style, tolerance of ambiguity) Prototypicality (embodiment of group Image & values) History of Interaction wt followers
38 Social Construction of Influence & Charisma A potentially potent outcome: Legitimacy & Charisma A potentially catastrophic mix: Pathological Charismatic Leader & Anxious followers wt poorly developed identities
39 Social Construction of Influence Another aside about Theorist or Ideological Leaders (Independent of charisma) Theorists often have their greatest influence among followers in need of identity.
40 The Argument for Change Intrinsic Qualities Criteria Morally justified Rational Practical/feasible Inevitable relativism Reckoned in terms meaningful to the audience
41 The Argument for Change Audience receptiveness to change Context/Environment (esp. organizational traits) Audience traits Interaction of Audience & Argument
42 The Argument for Change Environment Environment Organizational Culture Generative (Market) NORMAL HIGH Proactive Bureaucratic (Sectarian) (Hierarchical) Adaptive Change? Openness to Change Pathological (Fatalistic) ANETHEMA LOW
43 The Argument for Change Environment Environment Adversity Coefficient Levels of negative (fear, anger, disgust) & positive (sadness happiness) affect BUT,
44 The Argument for Change Audience traits: Capacity & Receptiveness General Intelligence Self-esteem Anxiety (situational) Capacity to engage with & process change-related information Susceptibility to persuasion (receptiveness) + + Capacity for change
45 The Argument for Change Audience traits: Capacity & Receptiveness General Intelligence Self-esteem Anxiety (situational) Optimal Audience? : Of moderate intelligence & self-esteem, experiencing moderate levels of situational anxiety
46 The Argument for Change Interaction of audience & argument Consistency with existing self-narratives Level of dissonance (affective & cognitive) Level of negative affect (fear, anger, disgust)
47 The Argument for Change Interaction of audience & argument The Argument most likely to be accepted? Wendy Wood Delivered by a trusted charismatic change-agent Linked to outcomes prized by the audience Constituting a low challenge to audience self Delivered in a safe microcosm
48 The Argument for Change Interaction of audience & argument The Argument most likely to be accepted? Wendy Wood Delivered by a trusted charismatic change-agent Linked to outcomes prized by the audience Constituting a low challenge to audience self Delivered in a safe microcosm MINIMIZING NEGATIVE AFFECT MAXIMIZING POSITIVE AFFECT
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