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Introduction
Leadership has been defined in many ways by many theorists, and some of
these definitions include: as an attempt to use influence to motivate others
to accomplish a goal; the action of leading a group or a people; the state or
position of being a leader and, a process of social influence in which a person
can enlist the aid and support of others in the accomplishment of a common
task. In the same vein, many behavioral psychologists, management
scientists and researchers have advanced various leadership theories as
suitable for different organizational situations; from the contingency model,
through the path-goal model to the situational leadership theory, many
useful leadership approaches have been advanced. In this essay, we are
going to focus on two of the emerging leadership perspectives charismatic
and transformational forms of leadership.
Charismatic Leadership
Charismatic leadership is described as the ability to influence others based
on supernatural gift and attractive powers (Organizations: Behavior,
Structure, and Processes - Gibson et al). Max Webber (1947), described
charisma as a gift, or certain quality possessed by an individual which sets
him or her apart from ordinary people, and is treated as if endowed with
exceptional qualities or powers. According to Webber, the occurrence of a
social crisis, opportunity to articulate an ideological goal, or a perceived need
for change, will cause the emergence of a leader with exceptional qualities
and a radical vision. This radical vision, ideology, goals, and ideas will attract
a followership with a strong belief and a discernment of the leader as
extraordinary.
On his part, Robert House (1977) referred to charismatic leaders as those
who have charismatic effects on their followers to an unusually high degree.
These followers perceive the leaders beliefs as correct, and accept him or
her without questions. They are affectionate towards the leader and are
emotionally involved in the group or organizations mission. A major
controversy still remains as to whether charisma can be attributed to the
to guide the change through inspiration, and executes the change with the
commitment of the members of the group (BusinessDictionary.com). Finally,
transformational leadership is described as the ability to inspire and motivate
followers to achieve results greater than originally planned for internal
rewards (Gibson, J. L., et. al).
Characteristics of Transformational Leaders
In transformational leadership, the leaders vision provides the follower with
a motivation for self-rewarding hard work. They are change agents; men and
women who believe that good is never good enough and that what works
could be made to work better. Transformational leaders engage with their
followers to focus on higher order essential needs, raise consciousness about
the significance of specific outcomes and new ways in which they could be
achieved (Barnett, McCormick & Conners, 2001). They foster capacity
development and stimulate higher levels of personal commitment from
followers to organizational objectives. They help followers satisfy their
individual human needs, engender trust, admiration, and loyalty among their
followers (Barbuto, 2005). Transformational leaders provide vision and a
sense of mission, communicate high expectations to their followers, and
encourage them to be more innovative. Some of the names associated with
transformational leadership success include Nelson Mandela, Mother Teresa,
Frederick De Clarke, Charles R. Walgreen, Indra Nooyi of PepsiCo, and Anne
Mulcahy of Xerox. On the flip side, charismatic transformational leaders like
Adolph Hitler, Pol Pot, Idi Amin, and Joseph Stalin, are associated with some
of the worst atrocities the world ever witnesses.
Researchers and authors in the field of leadership have proposed some
factors that they believe make up transformational leadership (Barbuto,
2005); Hall, Johnson, et al (2002); Gibson, J.L et al 14th edition). They are:
1. Idealized influence charismatic vision and behavior that inspires
others to follow
2. Inspirational motivation the capacity to motivate others to commit
to the vision
3. Intellectual stimulation encouraging innovation and creativity;
arousing and changing followers awareness of problems and their
capacity to solve them.
4. Individualized consideration coaching to the specific needs of
followers to ensure inclusion in the transformation process.
5. Management by exception allowing followers to work on tasks
without interruption, except when absolutely necessary.
Conclusion
The common ground for both charismatic and transformational leadership
theories is the ability of both approach to influence followers and effect
change in the organization or group; the influence processes used by both
are different, and there is continued debate in the distinction between the
two approaches. No one style of leadership fits all situations; therefore, it is
important to understand the different leadership frameworks and styles.
Once this is done, the leader can adapt his or her approach to fit the existing
situation. The two leadership approaches exhibit interactions between the
leader and follower; all the conditions are not required to be met, and it
takes time for such relationships to develop.
References:
1. Musser, S.J. (1987). The Determination of Positive & Negative
Charismatic Leader
2. Conger, J.A., & R. N. Kanungo; Charismatic Leadership in Organizations.
3. Leadership Styles: Choosing the Right Path for the Situation (Center for
Leadership Studies)
4. Leithwood & Jantzi (2000)
5. Organizations: Behavior, Structure, Processes (Gibson, J. L., et al. 14h
ed)
6. Emerging Leadership Journeys, Vol. 6, Issue 1. Regent University (2013)