12 Angry Men: an Illustration of Concepts of Organisational Behaviour

In the film 12 Angry Men, a group of twelve jurors are deciding the fate of a young boy accused of murdering his father. Throughout the juries dilleration, one man exhibits all of the qualities of leadership. This man is juror number 8 played by Henry Fonda. Fonda not only exhibits the the 10 qualities of a leader but he uses these qualities to lead the entire jury to a vote of not guilty (Fonda & Lumet, 1957).

There is no doubt that people are often susceptible to conformity. However, another closer look at “Twelve Angry Men” reveals more than just social influences. We continue to see how groupthink, group polarization, and minority influence influences

Transformational leadership accomplishes many of the same results among followers or subordinates. This style of leadership was first introduced in 1978 by James McGregor Burns. Transformational leadership is about inspiring others to go above and beyond expectations. There are four components of transformational leadership. Idealized influence refers to leaders as role models for followers displaying positive behaviors, including setting ethical standards and considering the

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

Transformational leadership describes a leader moving followers beyond immediate self-interests through idealized influence (charisma), inspiration motivation, intellectual stimulation, or individualized consideration. Transformational leaders are change agents. They influence the mission and objectives to make way for a brighter future for the organization. Followers are motivated to do more than is originally expected because of their feelings of trust and respect for the leader.

In 1957, the producers H. Fonda, G. Justin and R. Rose collaborated with the director S. Lumet to create the film, 12 Angry Men. In this paper, I will provide an analysis of the small group communication displayed by the main characters in the motion picture. I will discuss group communications, group development, group membership, group diversity, and group leadership. These topics will be dissected in order to properly examine the characters’ behavior.

Reginald Rose’s “12 Angry Men” is a testament to the power and productivity of conflict. In the same way that conflict can both help and hinder us, the ego/identity and relational based conflicts, and the competitive and avoidance approaches to conflict interfere with the group coming to consensus, yet at the same time galvanize these 12 angry men.

Transformational leadership. Burns (1978) is recognized as one of the earliest theorist on transformational leadership, who introduced transformational leadership over 30 years ago. Transformational leaders are perceived as leaders who uplift their employee morale, subsequently uplifting the entire organizational. Transformational leaders are known by their capacity to inspire followers to forgo self-interests in achieving superior results for the organization (Clawson, 2006). Avolio and Yammarino (2002) shared Bass’s explanation of transformational leadership as leaders who act as agents of change that stimulate, and transform followers’ attitudes, beliefs, and motivate from lower to higher level of arousal.

Transformational leadership are classified into four components which are pointed out by Bass (1990, p. 28), ‘charisma, idealized influence, inspirational motivation, intellectual stimulation and individualized consideration’. Apart from these basic roles, charisma leadership, a collection of personal characteristics, has its own role of literature since it has similarity with transformational leadership and they are contribution to each other (Bertocci, 2009, p. 43; Judge & Piccolo, 2004, p. 755). Leaders’ behaviour reflects them being role models for their followers. Followers respect, admire and trust their leaders who have charismatic effect on their followers to an extremely high grade are willing to take risks

Transformational leadership is a leadership style that promotes change as well as improves performance in the organization as a whole as well as on the individual employee level (Phaneuf, Boudrias, Rousseau, & Brunelle, 2016). James MacGregor Burns first introduced transformational leadership in his book titled Leadership that he authored in 1978. Burns defined transformational leadership as leadership that stems from one’s core unchanging values and beliefs. Burns believed that transformational leaders not only bring together their followers, but also positively influence their follower’s values and beliefs in a way that brings about positive change (Humphreys & Einstein, 2003).

Leadership is a construct used to define the relationship between leaders and followers including the skills and behaviors that make an effective leader. Transformational leadership is an approach to leadership that focuses on the emotional and social interaction with followers; it is categorized as being influential, inspirational, and intellectually stimulating. (PSU, L1, P5.). Transformational leadership is the desired approach to being an effective leader. Like any skill, the way to obtain and improve them is through a development process. Leadership development requires an understanding of human nature, including personalities, ethics, and motivations. At its core, leadership is about human interaction between leaders and

Transformational and servant leadership are rooted in the study of charismatic leadership. An early conceptual model of "charismatic leadership" has been closely linked with the work of Max Weber, who described the leader as a charismatic person who exercised power through followers' identification with and belief in the leader's personality. Both transformational and servant leadership are both inspirational and moral.

Weber’s second type of influence is charismatic authority. Charismatic authority is characterized by a leader with rare personal features that attract others to them. Charismatic leaders have qualities that are powerful and challenging

Charisma theory is described as a “gift”, or a unique superiority of an individual character. This is set by an advantage of which the individual is set apart from the common man and treated as a gem with supremacies (Charismatic vs. Transformational, 2011). Whereas the transformational theory is defined as leaders who enthuse followers to use their own egocentricities to benefit the organization (Charismatic vs. Transformational, 2011). These leaders also possess a gift of having a great impact on their followers (Charismatic vs. Transformational, 2011). Theories are apprehended around the world and almost every aspect of life possesses a theory behind them, whether there is action or unfolding someone’s personality. There are two leadership theories that will be conveyed, Charismatic Leadership and Transformational Leadership. Behind each theory is a founder that explains these concepts, James MacGregor Burns the founder of Transformational leadership (Conger, n.d.) and Karl Emil Maximilian "Max" Weber the founder of Charismatic leadership ("Transformational," n.d.). Over the course of time, movies have been made, demonstrating these theories, for example an old classic “The Lion King” ("Leadership Movies," 2008). This movie coveys both MacGregor Burns and Karl Emil Maximilian "Max" Weber’s theories.

Since Weber’s first suggestions of a charismatic theory of leadership, many others have built upon his work. Some felt that a charismatic theory of leadership should remain within the confines of a religious context. As more social, political, and organizational scholars adopted and built upon Weber’s work, the religious-only context fell by the wayside. Before proceeding further, the tenets of charismatic leadership theory must be explained.