Chapter 14 – Leadership and Change
14–14
Exercise 14-3
Exercise Title: Charismatic Leaders
Purpose: To discuss current and historical leadership—comparing transactional, charismatic and
transformational leaders.
Summary: Begin the exercise by having students brainstorm a list of charismatic leaders. On the board,
flip chart, or butcher paper list the leaders the students brainstormed. Next, as a class, analyze the list
• What was the fate of most of the people listed and why?
Chapter 14 – Leadership and Change
Exercise 14-4
Exercise Title: Finger Ring
Purpose: To demonstrate the power of a leader’s vision.
Summary: Ask students to pair up. Have one student form a ring with their thumb and index finger. Ask
this student to form as strong a ring as possible, and then ask the other student to insert his or her fingers
in the ring and pull the ring apart. Reverse the roles and repeat the sequence. Now ask the first student to
Chapter 14 – Leadership and Change
14–16
Exercise 14-5
Exercise Title: Force Field Analysis
Purpose: To give students practice diagramming an organizational change effort using a force field
analysis.
Summary: Instructors should begin by explaining the key concepts and learning points of a force field
analysis. Students should then form teams, and each team should identify an issue that needs to change.
Chapter 14 – Leadership and Change
14–17
Exercise 14-6
Exercise Title: Tower Building
Purpose: To observe a leaderless group cope with change as they build a freestanding tower out of
Tinker-Toys.
Summary: Divide the class into small groups of approximately 4–6 students each. Each group will need
its own container of Tinker-Toys. Additionally, this is an exercise where it is especially worthwhile to
appoint at least one observer per group. Each group receives identical instructions:
At about the 8 minute point of the planning period, introduce some kind of organizational change. This
change could be such things as:
• Announcing that participants can only use one hand during the building period.
Some points to watch for during the planning and construction period include:
1. How does each group handle the various responsibilities of leadership and followership? (i.e., you
did not appoint a specific leader).
2. Groups almost always fail to appreciate how quickly 40 seconds passes. It is sufficient time to
Chapter 14 – Leadership and Change
14–18
Exercise 14-7
Exercise Title: The Hollow Square Exercise
Purpose: Demonstrates difficulties in planning an activity and then communicating it to another group
for implementation.
Summary: First you will need to identify four people to be on a planning team and four others to be on a
building team. Each of the four on the building team should be given a Building Team Briefing Sheet and
excused from the room. Any others should be assigned observer roles. Of course, several planning and
building processes can occur simultaneously if you have sufficient room, people, and materials.
Chapter 14 – Leadership and Change
14–19
PLANNING TEAM BRIEFING SHEET
Each of you have an envelope containing puzzle pieces which, when properly assembled with the pieces
provided to the other members of your team, will make a hollow square design.
Rules:
1. You must keep all the pieces given to you in front of you at all times.
2. You may NOT touch or trade pieces with any other member of your team during either the
planning or building phase of the exercise.
Chapter 14 – Leadership and Change
14–20
Chapter 14 – Leadership and Change
14–21
D
C
B
C
A
A
D
C
D
B
A
B
3”
2”
1”
C
B
A
D
2”
1”
1”
1”
3”
4”
1”
3”
Chapter 14 – Leadership and Change
14–22
BUILDING TEAM BRIEFING SHEET
Your task will be to carry out a task as rapidly as possible by following instructions which will be given
Chapter 14 – Leadership and Change
14–23
Additional References/Resources
Arnold, K. A., Kelloway, E. K., McKee, M. C., Turner, N., & Barling, J. (2007). Transformational
leadership and psychological well-being: The mediating role of meaningful work. Journal of
occupational health psychology, 12, 193-203.
Barling, J., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on
attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81, 827-832.
Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing
transformational and transactional leadership. Journal of Applied Psychology, 88, 207-218.
Bass, B. M. & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership
behavior. Leadership Quarterly, 10, 181-217.
Berson, Y., Nemanich, L. A., Waldman, D. A., Galvin, B. M., & Keller, R. T. (2006). Leadership and
organizational learning: A multiple levels perspective. Leadership Quarterly, 17, 577-594.
Bono, J. & Judge, T. A. (2004). Personality and transformational and transactional leadership: A meta-
analysis. Journal of Applied Psychology, 89, 901-911.
Brown, M. E. & Treviño, L. K. (2006). Socialized charismatic leadership, values congruence, and
deviance in work groups. Journal of Applied Psychology, 91, 954-962.
Chapter 14 – Leadership and Change
14–24
Burns, J.M. (2003). Transforming leadership: A new pursuit of happiness. New York: Atlantic Monthly
Press.
Bycio, P., Hackett, R. D., & Allen, J. S. (1995). Further assessments of Bass’s (1985) conceptualization
of transactional and transformational leadership. Journal of Applied Psychology, 80, 468-478.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower
development and performance: A field experiment. Academy of Management Journal, 45, 735-744.
Dvir, T. & Shamir, B. (2003). Follower developmental characteristics as predicting transformational
leadership: A longitudinal field study. Leadership Quarterly, 14, 327-344.
Frese, M., Beimel, S., & Schoenborn, S. (2003). Action training for charismatic leadership: Two
evaluations of studies of a commercial training module on inspirational communication of a vision.
Personnel Psychology, 56, 671-697.
Chapter 14 – Leadership and Change
Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment
and dependency. Journal of Applied Psychology, 88, 246-255.
Shamir, B. & Howell, J. M. (1999). Organizational and contextual influences on the emergence and
effectiveness of charismatic leadership. Leadership Quarterly, 10, 257-283.
Skogstad, A., Einarsen, S., Torsheim, T., Schanke Aasland, M., & Hetland, H. (2007). The
destructiveness of laissez-faire leadership behavior. Journal of occupational health psychology,
12, 80-92.
Walumbwa, F.O., Wang, P., Lawler, J.J., & Shi, K. (2004). The role of collective efficacy in the relations
between transformational leadership and work outcomes. Journal of Organizational Behavior, 25,
515-530.
Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership
theories. Leadership Quarterly, 10, 285-305.
Web Sites