A Personal Perspective on Change-Oriented LeadershipA Personal Perspective on Change-Oriented LeadershipDavid MattsonChange-Oriented LeadershipMy Offerings● A conceptual frame…● related to my personal experience.CHANGEENVIRONMENTCHANGE AGENTAssuming you are a change-agent embarked on a mission of change…Four key factors1. Your personality2. Quality of your argument for change3. Your knowledge of context● Knowledge of self4. “Change space”Contextual influencesOther participantsLEADERSHIP FOCUS OR INTENTIONS (vs. “style”)TransformationalTransactionalIntent on changeFocused on transactions within existing normsA traditional distinction…LEADERSHIP FOCUS OR INTENTIONS (vs. “style”)TransformationalTransactionalIntent on changeFocused on transactions within existing normsA traditional distinction…SITUATIONALDOMAIN OF POWEROption on coercion/punitive measuresTransactionalPOSITIONALTransformationalDOMAIN OF INFLUENCE& PERSUASIONTransformational & Transactionalrelative to the domain of powerTransformational & Transactionalrelative to the domain of powerDOMAIN OF POWERTransactionalTransformationalDOMAIN OF INFLUENCE& PERSUASIONCoerce(Gain compliance)Inspire & persuadeInspire & persuade● Idealized influence● Inspirational motivation● Intellectual stimulation● Individual considerationTransformationMeans of PERSUASIVE engagementRectitudeConformityTraditionUniversalismStimulationRectitudeUniversalismEnlightenmentSelf-directionStimulationBenevolenceAffectionRespectMeans of Persuasive Engagement● Idealized influence● Inspirational motivation● Individual consideration● Intellectual stimulationTransformationMeans of PERSUASIVE engagementRectitudeConformityTraditionUniversalismStimulationRectitudeUniversalismEnlightenmentSelf-directionStimulationBenevolenceAffectionRespectSELF-TRANSCENDENCEMeans of Persuasive Engagement● Idealized influence● Inspirational motivation● Intellectual stimulation● Individual considerationTransformationMeans of PERSUASIVE engagementMeans of Persuasive EngagementLeadershipStyleIDEALOGUETheoristMissionaryCHARISMATICInspirer VisionaryMotivator TransformerRELATIONALSensitiveAmiableANALYZER● Idealized influence● Inspirational motivation● Intellectual stimulation● Individual considerationTransformationMeans of PERSUASIVE engagementMeans of Persuasive EngagementLeadershipStyleIDEALOGUETheoristMissionaryCHARISMATICInspirer VisionaryMotivator TransformerRELATIONALSensitiveAmiableANALYZERThe traditional equation…“Leadership”≈ Transformational(“style” or intent)≈ CharismaPersonality & LeadershipWeberPopper JudgeBono+ EXTRAVERSION(SURGENCY)+ OPENNESS TO EXPERIENCE(INTELLECT)+ CONSCIENTIOUSNESSBig 5 traits- NEUROTICISMPerceived & Demonstrated Performance+ Low anxiety+ Internal locus of control+ Secure attachment style+ Oral communicationPersonality & LeadershipWeberPopper JudgeBono+ EXTRAVERSION(SURGENCY)+ OPENNESS TO EXPERIENCE(INTELLECT)+ CONSCIENTIOUSNESSBig 5 traits- NEUROTICISMPerceived & Demonstrated PerformanceAn aside about extraversionSituational leadership is very time & energy consumptive,...which, to sustain, virtually requires an extraverted personality.Personality & LeadershipPerceived & Demonstrated PerformanceA 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 addictionPersonality & LeadershipWeberPopper JudgeBono+ EXTRAVERSION(SURGENCY)+ OPENNESS TO EXPERIENCE(INTELLECT)+ CONSCIENTIOUSNESSBig 5 traits- NEUROTICISMPerceived & Demonstrated PerformanceStrong positive correlation withEmotional IntelligenceAbility to perceiveAbility to regulateAbility to use knowledge ofWeak positive correlation withGeneral Intelligence (IQ)+?Personality & LeadershipWeberPopper JudgeBono+ EXTRAVERSION(SURGENCY)+ OPENNESS TO EXPERIENCE(INTELLECT)+ CONSCIENTIOUSNESSBig 5 traitsPerceived & Demonstrated PerformanceValuesPowerAchievementStimulationConformityTraditionSelf-directionPersonality & Leadership+ OPENNESS TO EXPERIENCE(INTELLECT)Big 5 traitsWeberPopper JudgeBono+ EXTRAVERSION(SURGENCY)+ CONSCIENTIOUSNESSPerceived & Demonstrated PerformanceValuesPowerAchievementStimulationConformityTraditionSelf-directionSELF-INDULGENCECURBINGINFLUENCEPersonality & LeadershipWeberPopper JudgeBonoCharismatic extraverts have a strong power orientationChange-agency is inherently aggressivePersonality & LeadershipCharismatic extraverts have a strong power orientationChange-agency is inherently aggressiveWeberPopper JudgeBonoPotential for regressive abusive relationsPersonality & LeadershipNarcissismWeberPopperExtraversionCharismaSense of“Specialness”NarcissismPersonality & LeadershipNarcissismWeberPopperPATHOLOGICALCHARISMATICDevelopmental relationsFoster follower empowermentSelf-transcendenceRegressive relationsFoster follower dependencySelf-indulgenceSOCIALIZEDCHARISMATIC“Normal” or healthynarcissismPathologicalnarcissismPersonality & LeadershipNarcissismWeberPopperPATHOLOGICALCHARISMATICSOCIALIZEDCHARISMATIC“Normal” or healthynarcissismPathologicalnarcissismNeuroticismLow PsychoticismHigh PsychoticismAltruisticCooperativeEmpatheticAngryAggressiveEgotisticExcess of negative affect(e.g., fear)Deficit of positive affect(depression)Personality & LeadershipNarcissismWeberPopperPATHOLOGICALCHARISMATICSOCIALIZEDCHARISMATIC“Normal” or healthynarcissismPathologicalnarcissism“King”“Hero”“Father”“Visionary”“Servant”“Pseudotransformational”“Tyrant”Personality & LeadershipNarcissismWeberPopperPATHOLOGICALCHARISMATICHitlerSOCIALIZEDCHARISMATICGhandi“Normal” or healthynarcissismPathologicalnarcissismPersonality & LeadershipNarcissismWeberPopperPATHOLOGICALCHARISMATICSOCIALIZEDCHARISMATIC“Normal” or healthynarcissismPathologicalnarcissismSelf-monitoringSelf-regulatingSelf-knowingSelf-transcendentHIGHLOWPersonality & LeadershipNarcissismWeberPopperPATHOLOGICALCHARISMATICSOCIALIZEDCHARISMATIC“Normal” or healthynarcissismPathologicalnarcissismMonitoring, regulating & controlling aggression & need-for-power (n-POW)Personality & LeadershipThe Challenge of PersonalityWeberPopperHazardous prerequisiteTransformational leaders need to be different or “special”Risk 1Personally, they are on the cusp of normal & pathological narcissismRisk 2Socially, they are on the cusp of charisma & stigmaThe basis of