Abstract This paper presents a review of the literature on the nature, the effectiveness, the limitations, and the ethical concerns of charismatic leadership. The paper defines the stages of charismatic leadership.
From the Paper "Conger and Kanungo define organizational leadership as a behavioral process that can be observed and therefore learned ..."
Abstract The paper explains and compares two types of leadership: transformational and charismatic. The paper further discusses the history of transformational and charismatic leadership and explains the qualities and theories of each. In addition, the paper examines how these leadership types apply to sound management practices and then continues with a discussion of the writer's own theory of leadership.
Outline:
Sound Management Practice and Effective Leadership
Leadership and Ethical Culture
Theory of Leadership/Authority
Servant Leadership/Moral Reasoning Process
From the Paper "Sound management practice often accompanies effective leadership. Understanding the differences that exist between sound practice and effective leadership helps a leader exercise authority in the workplace. Collins defines effective leadership as leadership that leads to "competency models" within the organization. Competency models are "comprehensive descriptions of the key behaviors leading to success" from individuals working in jobs within an organization and managers leading the organization. Effective leadership encourages employees to study, develop strategies and execute commands leading to greater efficiency and organization within the workforce."
Abstract This paper discusses why charismatic leaders have stronger effects on followers' attitudes and emotions than on follower and group performance. The paper also discusses the characteristics and methods of a charismatic leader. Examples of charismatic leaders from the past and what they managed to achieve are also provided.
From the Paper "The symbolism that charismatic leaders can present to their followers is a strong potion albeit sometimes it is a "bitter pill" that causes the demise of the followers. A perfect example is that of Jim Jones, whose followers belonging to the People's Temple committed murder-suicide in November 1978 in Jonestown, Guyana. Another case in point of the effects of a charismatic leader on the followers' emotions and attitudes is that of Adolph Hitler. Jim Jones was followed to "death" by over 900 of his people, Adolph Hitler had a whole nation who obeyed him and committed atrocities that are now part of the annals of history as one of the worst mankind ever committed. Both these charismatic leaders used symbolism - one the symbolism of a new life after death and another, the symbolism of a greater Germany - these paved the way for their followers to obey their wills without question."
Abstract This paper begins with an articulation of origins and developments of transformational leadership theory and while supporting the assertion that charisma is an important component of transformational leadership behaviour argues that it is not in itself a defining feature. The cascading effect of transformational leadership is explored in relation to contemporary research both within the U.S. and U.K. and is utilised to articulate the relationship between transactional and transformational behaviours within health care settings which constitute an optimum change profile. The nature of vision and charisma within the health care setting are critically evaluated along with the relationship between transformational leadership and key outcomes such as felt autonomy, job satisfaction, low staff turnover, service quality and the achievement of organisational (cultural) change.
Outline
Abstract
Transformational Leadership
Explanation of Transformational Leadership Behaviours
A Full Range Model of Transformational Leadership
Criticisms of Transformational Leadership Theory
Charismatic Leadership
Personal Identification
Social Identification
Internalisation
Self-Efficacy
Facilitating Conditions
Criticisms of Charismatic Leadership Theory
Summary
From the Paper "Bass (1985, 1998) provides a more expanded and refined theory of transformational leadership which develops the work of Burns (1978) and House (1977), by giving far more attention to the behaviour and needs of followers than had previously been given. Bass (1985, 1998) argued that the principles of transformational leadership could be equally applied to situations where the outcomes were not positive than those where the opposite was true and describing transactional and transformational leadership as a singe continuum rather than mutually independent continua. Bass (1985, 1998) identifies the main characteristics of transformational leadership as; charisma idealised influence, intellectual stimulation and consideration of the emotional needs of each follower, (Hunt, 1996)."
Abstract The paper explains that both Weber and Biggart have discussed the commercial market by studying the roles, relationships, and structure of economic organizations. The paper points out that Direct Selling Organizations or DSO, as Biggart sees them, is an evolution of the entrepreneurial process, which combines the structural elements of the hierarchy with American ethics based on the need to incorporate social relationships within the context of the organization. The paper states that the method by which goals are accomplished differ from a bureaucratic organization in that independent distributors work under guidelines set up by a charismatic leader.
From the Paper "The DSO relies on the on independent distributors to recruit new distributors who then choose the degree of participation they wish to contribute. This incorporates a sense (what Biggart calls an "ideology") of entrepreneurship that promotes profit through personal investment in the mission of the organization. To use Weber's metaphor, members happily enter and exit a cage fortified by charisma. They do so by choice because it is profitable and, more so, because the organization reflects and promotes values in which they are invested. It's not an organization as much as it is a way of life. The rules, policies and standards of the bureaucracy are replaced by "individualism, meritocracy, patriotism, religion, (and) community" (p. 10)."
A practical and conceptual analysis of the contributions of charismatic and transformational approaches to leadership research in relation to their ability to inform practice within complex organisational settings.
Abstract This paper summarises the main focuses of leadership research in the 1980's and 1990?s, which given increasingly competitive, deregulated, technology led, globalised business environments required theories of leadership which emphasises the need for quantum change and cultural reinvention as a basis for economic success. Thus, the main focus of leadership research during this period led to the development of charismatic and transformational theories of leadership, which emphasised change, flexibility, creativity and reinvention at an individual, team and organisational level as key outcomes of the leadership process. However, these theories of leadership are not without criticism both in terms of their practical application and the soundness of the underlying research paradigms. The work of Bass (1985, 1990, 1998), Bass & Avolio (1985, 1990, 1994, 1995), House (1977), Conger & Kunungo (1987, 1999), Shamir et al, (1993), Hunt (1996), Yukl (1998, 1999) among others is critically appraised in order to identify the main tenets of transformational and charismatic leadership theory and to critically evaluate their contributions to leadership research and practice.
Outline
Explanation of Transformational Leadership Behaviours
A Full Range Model of Transformational Leadership
Criticisms of Transformational Leadership Theory
Charismatic Leadership
Personal Identification
Social Identification
Internalisation
Self-Efficacy
Facilitating Conditions
Criticisms of Charismatic Leadership Theory
Summary
From the Paper "The concept of transformational leadership is described in a seminal work by the political sociologist James MacGregor Burns entitled Leadership (1978). In his work, Burns attempts to link the roles of leadership and followership. He describes leaders as those people who tap the motives of followers. Transactional leadership occurs when leaders set up relationships with followers that are based on an exchange for some resource valued by the followers. Interactions between the transactional leader and the followers appear to be episodic, short-lived and limited to that one particular transaction. A transactional leader balances the demands of the organisation and the requirements of the people within the organisation. Transformational leadership is much more complex and happens when people are engaged together in such a way that leaders and followers encourage one another to increase levels of motivation and morality. In such situations the aspirations of leaders and followers merge to become one, (Bass, 1998)."
Abstract This paper examines how charismatic leadership is often characterized by a number of factors, including a strong vision, respect by subordinates and a true commitment towards the overall well being of an organization and its employees. It looks at how charisma allows a leader to convey his or her thoughts so that others will truly listen and act accordingly. It shows how charismatic leadership is often considered to be magnetic and almost Godlike in nature in some organizations and can even be considered a dangerous attribute if the leader does not possess good intentions. It looks at the role of charisma in leadership development and provides some influential examples that demonstrate the importance of charisma in leadership activities.
Outline
What is Charisma?
How is Charisma Perceived?
The Importance of Charisma in Leadership Transformations
Other Qualities of Charismatic Leaders
Conclusion
From the Paper "Max Weber introduced the concept of charisma as a process by which radical change is implemented and legitimized in societies and organizations (Jacobson and House 2). Weber's theory includes the following ideas as demonstrated by Riesebrodt (10-11): "When personal charisma predominates, the fact that charisma can be gained and lost proves that from the followers" point of view it is kind of a magical power which is essentially distinct from the person"charisma is the specific quality of the relationship between leader and followers that defines and constitutes charisma"in modern politics, charisma becomes democratized and is transformed into ascribed charisma.? This last theory indicates that charisma is primarily developed and conveyed in persons who hold positions as democratic leaders. Furthermore, charisma can be defined in terms of crisis or other situations in which the need for a convincing leader is absolutely essential to maintain stability."
Abstract In this analysis, the theory of a charismatic leader is applied to Bill Gates. His management style is analyzed within the framework established by leadership theorist Conger who suggests that a charismatic leader is one who has both vision and strategy
From the Paper "Executive Summary
A great body of research exists that suggests that organizations can effect changes, whereas others suggested that organizations tend to are victims of inertia. Bill Gates has been the topic of more research papers than any executive in current history. It can be said that his company Microsoft has helped create the computer age.
In this analysis, the theory of a charismatic leader is applied to Bill Gates. His management style is analyzed within the framework established by leadership theorist Conger who suggests that a charismatic leader is one who has both vision and strategy. Gates himself is quoted from his Playboy interview, as well as concepts and ideas from his 1995 book, The Road Ahead. The analysis concludes with recommendations that would be made to Gates,..."
Abstract This paper examines extensively four direct leadership styles as presented in G. Yukl's "Leadership in Organizations" (2006): Charismatic leadership, ethical leadership, participative leadership and transformational leadership. The author stress that one leadership style does not fit every situation; hence, it is important for an individual, who strives to be an effective leader, to take into account multiple variables such as his or her organizational climate, resources, personal traits and values and the characteristics of the people they will lead. The paper concludes that leaders of professional social workers may find it best to lead by combining the participative and ethical leadership styles especially since this profession maintains a code of ethics that encompass a wide range of ethical decision-making guidelines.
Table of Contents
Introduction
Literature Review
Charismatic Leadership
Ethical Leadership
Participative Leadership
Transformational Leadership
Discussion
Conclusion
From the Paper "Transformational leaders are able to convey trust and to take responsibility for their own actions and outcomes--both positive and negative. The President o, for example, must be able to convey trust and take responsibility. Another example was the U.S. government's honesty about their lack of response to Hurricane Katrina. In the year following the hurricane, President Bush made several trips to the area, openly discussing lessons learned on prime time television, and attempting to maintain, gain, or regain the trust of those who were affected by the disaster."
Abstract The paper relates that effective leadership is considered by many modern business analysts to be among the most significant predictors of the success or failure of any given business venture. The paper then discusses the three main types of leadership; transactional, transformational and charismatic leadership.
From the Paper "According to evolutionary anthropologists and psychologists, human beings evolved a predisposition toward group cooperation long before recorded history. Whether as nomadic tribes, hunter-gatherers, or agriculturalists, group cooperation and the joint effort of many enabled every individual to achieve a safer, healthier, and more prosperous existence than would ever have been possible alone. The phenomenon of eadership in one form or another almost certainly arose naturally, because human societies always exhibit group dynamics substantially based social hierarchies and on the relative authority of those highest in social status over those lower in social status (Gerrig & Zimbardo 2005)."
This paper provides a comparison of four leadership models: transactional leadership, transformational leadership, charismatic leadership and servant leadership.
Abstract In this article, the writer notes that the nature of leadership includes autocracies and dictatorships on one end of the spectrum, and absolute autonomy (or laissez faire) on the other. In-between the polar extremes of servitude through oppression and complete autonomy, several leadership styles have evolved that emphasize different aspects of human motivation and achievement, in different proportions. The writer points out that certain leadership approaches are most appropriate and likely to produce efficient results in some situations and others are more likely to contribute to the success of group enterprise in others. The writer then discusses transactional leadership, transformational leadership, charismatic leadership and servant leadership.
From the Paper "Mutual cooperation within human societies is, necessarily, task and goal oriented, because cooperation and shared efforts yield results more productively than exclusive self-responsibility for every need of the individual. Throughout most of human existence - particularly before the Industrial Revolution - the vast majority of human cooperation was motivated primarily by the simple desire of the individual to meet the basic needs of self and family. Living in a group, even under the oppressive wielding of authority, allowed many individuals to achieve more for themselves than would have been possible without reliance on others.
"This observation of human social societies is still just as applicable today, except that the specific role of most individuals is many levels more removed from the most basic needs."
Abstract The paper examines Thurgood Marshall's life and describes his tireless service in defence of civil rights for all. The paper relates that his part in the 1954 Brown V. Board of Education case represents the defining moment in the life of this indomitable leader. The paper also explains that his style of leadership, most akin to the charismatic leadership style, set him apart from others and enriches his legacy.
From the Paper "Thurgood Marshall Supreme Court Justice and pioneer of the civil rights movement was instrumental in crafting the United States of America as we know it today. Having long regarded the US Constitution fundamentally flawed for its allowance of slavery, Cohen Marshall bore a grudge against racial injustice and the American institutions that perpetuated segregation and exclusion."
Tags: thurgood marshall, supreme court, brown v. board of education, Charismatic Leadership model
Abstract This paper examines how leadership plays a vital role in corporate communication and accountability. It also explores how a culture based on values is able to communicate across the organizational structure effectively and that the failure of communication can lead to criminal behaviour and the downfall of the company, using the HealthSouth Corporation as an example.
Content:
Introduction
Communication and Leadership
Conclusion
From the Paper "For a future at HealthSouth, strong leadership based on values will remain key. This type of leadership involved a certain level of emotional intelligence where feelings of powerful do not become overwhelming. Of course if leadership and responsibility are equally shared, then power will be as well. The key to effective leadership does not come from charisma but from integrity and sharing information. Hughes (2004) writes an effective leader will have impact upon their team and this is "apparent in the growing interest over the past decade in topics like the leader's genuineness, authenticity, credibility and trustworthiness" (p. 3). A leader's reflection of these attributes is found in their level of connectedness with employees. As a result leaders are more interested in mentoring and training their team rather than focusing on output of numbers or turn around time. These qualities are a good indicator for selecting a potential manager. This development in team building allows for "providing people opportunities to learn from their work rather than taking them away from their work to learn" (Hughes 4). "
Abstract The paper explains that among the qualities that popularly define leadership, those of strength power control organisation etc, is a term that embodies the elusive social and psychological aspects of leadership: charisma. The paper describes how charismatic leaders often seem to have an aura about them, a type of will power mixed with social skill that makes people feel comfortable and energized at the same time. The paper points out, however, that the possession of charisma does not necessarily mean that such a leader will also have the capacity to make rational political calculations necessary for long term political success.
Abstract The paper discusses Martin Luther King's belief in freedom for his people, which affected the way he gave many of his speeches and the way he lived his life. The paper shows how his charismatic personality grabbed the attention of his audience and motivated them into making changes.
From the Paper "Most people when they hear the name, Martin Luther King Jr., they immediately remember his persuasive speech called, "I Have a Dream." Yet, what made people stop and listen to Martin Luther King Jr. a leader that both whites and African Americans would listen to? Yes, he was a civil rights activist, but others stood behind the beliefs of civil rights and did not get the attention that King did. A study of Martin Luther King Jr. will show that he was a charismatic, persuasive leader with spiritual energy that grabbed the attention of his audience and his persuasion led people to make changes."
