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Topics: Leadership, Charismatic authority, Max Weber Pages: 20 (2149 words) Published: September 24, 2014
Leadership Models:

From Weber to
Burns to Bass

Presentation
Introduction
Max Weber Model of Transactional and
Transformational Leaders
James MacGregor Burns Model of Transactional and
Transformational Leaders
Bernard M. Bass Model of Transactional and
Transformational Leaders
Bennis & Nanus Transformational Leaders
Schein Culture Change as Transformation
Introduction

Introduction: From Weber to
Burns to Bass
Traits

Behaviour

Charisma

Situation

Transformational
Leadership

Max Weber's Model of
Transactional and
Transformational
Leaders

Max Weber
Asks how a leader can "legitimately" give a
command and have actions carried out?
Classified claims to the "legitimacy" in the
exercise of authority
Identified three kinds of leader/follower
relations – traditional, bureaucratic and
charismatic
Believe they occur in combination, and
Also argues that "there may be gradual
transitions between these types"

Max Weber's three ideal types of
leaders
1. Bureaucratic

(Transactional)

Three Frames

Bureaucracy is "the exercise of control
on the basis of knowledge”; the
rational legal hierarchical power, the
Bureaucratic Leader

3. Charismatic Hero

2. Traditional

(Transformer)

(Feudal/Prince)

An individual personality set apart
from ordinary people and endowed
with supernatural, superhuman
powers and heroic charismatic
leadership qualities; part hero part
superman/superwoman

Traditional an arbitrary exercise
of power bound to loyalty,
favoritism, and politics; the
princely
leader

Rational Grounds
(the bureaucrat)
Rest on a belief in the 'legality' of patterns of
normative rules and the right of those in
authority to issue commands (legal authority)
Free of transaction, negotiation and bargaining
for resources and power
The "monocratic" and "modern" types much
more transactional
Operates in a transaction economy

Highlights
The leader subject to
strict and systematic
discipline and control in
the conduct of the office
Claims to obedience
based on rational values
and rules and
established by
agreement (or
imposition)
The office holder
restricted to impersonal
official obligations and
commands
Clearly defined hierarchy
Officials, not persons
exercise authority

Each office defined by
sphere of competence
Person does not owe
obedience to the
individual, but to the
impersonal order
Rules regulate the
conduct of an office
(either technical rules or
norms)
Complete separation of
property belonging to
the personal and to the
organization

Examples
The Catholic Church,
Hospitals,
Religious orders,
Profit-making business,
Large-scale capitalistic enterprise,
Modern army,
The modern state,
Trade unions, and
Charitable organizations

Advantages and
Disadvantages
ADVANTAGES
Capable of attaining the
highest degree of
efficiency;
Technical efficiency;
Corporate control over
coercive leaders;
Favours the leveling of
social classes

DISADVANTAGES
Powerful interests co-opt
the offices and turn
them into feudal
kingdoms;
Leveling in terms of
technical competence;
Tendency to plutocracy;
Formalistic spirit of
impersonality stunting
enthusiasm and passion;
Duty over personal
considerations

Traditional Grounds
(the Prince)
Rest on an established belief in the sanctity of
traditions and the legitimacy of the status of
those exercising authority (traditional
authority)

Highlights
Legitimacy and power to
control handed down from
the past
Power exercised in quite
arbitrary ways
Office held by virtue of
traditional status and by
recruiting favourites or by
patrimony
Obligations not by office
but personal loyalty to the
chief
Functions are defined in
terms of competition
among the interest of those
seeking favours, income,
and other advantages
Irrational division of official
functions (established by
rights or fees)

Promotion by the arbitrary
grace of...
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