Transformational and Charismatic Leadership - Coursework Example

Transformational and Charismatic Leadership by Student’s Name Code + Course Name Professor’s Name University Name City, State Introduction Daft (2014) defines leadership as the ability of a given person to influence the behaviour, attitudes and values held by others as well as motivate them to be committed to contribute to the achievement of the organization’s goals and objectives. There are various leadership styles and attributes that have been identified over the course of time. These include transformational leadership and charisma. Charisma and transformational leadership are two issues that have been found to influence the success of organizations in general and determine whether we judge a given person as successful or not. García-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez (2011) define transformational leadership as leadership that raises the consciousness of collective interest throughout the organization which in turn underpins the achievement of collective organizational goals. Transformational leaders create and inspire a sense of shared purpose and mission by providing direction to all employees in an organization as well as enhancing their commitment to the organization’s mission (Garcia-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez, 2011). On the other hand, according to Boehn et al. (2014), charisma is a term that refers to a discernible relationship that exists between a leader and the subordinates wherein the leader proposes and communicates a given idea that is not only unique but also revolutionary in that it is not accepted because of any rational likelihood that it will succeed but because the followers accept it based on their believe in the unique attributes exhibited by the leader (Eisenbein and Boerner, 2013). In this case, the followers have an innate perception and attribution that the leader is knowledgeable and has expert authority in a given area under consideration which creates a transcendent and compelling vision for the company (Garcia-Morales, Jiménez-Barrionuevo and Gutiérrez-Gutiérrez, 2011). Charismatic leaders are also able to result in a moral conviction among followers that takes into consideration ethical and organizational values and best practices (Eisenbein and Boerner, 2013). There are some attributes that have been regarded as essential components of charismatic leadership (Tauris, 2002). Such attributes vary in different intensities among various individuals and may be more or less pronounced in each person (Daft, 2014). Because attributions of charismatic leaders are based on the observed behaviour of the individual being considered, it is not uncommon to find that an individual whom one identifies as charismatic might not be regarded as charismatic by another person (Tauris, 2002). Nonetheless, there are some behaviours that have been collectively identified and operationalized as distinguishable characteristics or behaviours of charismatic leaders. These include ability to identify deficiencies and opportunities for improvement, desire to challenge the status quo as well as being visionary and influential, and use of innovative and unconventional tactics to solve various challenges (Tauris, 2002). Finally, charismatic leaders must demonstrate their superior expertise and skills in their areas of influence (Daft,2014). As (Wilderom, van den Berg and Wiersma, 2012) states, most individuals tend to be judged as to whether they are charismatic leaders or not based on their past successes, achievements and ability to device and recommend unconventional solutions to existing challenges and problems facing an organization. Where such is the case, emotional responses of both admiration and respect are evoked among followers (Wilderom, van den Berg and Wiersma, 2012). Consequently, their followers are persuaded to change to alter their behaviours and attitudes as well as their values in a manner that conforms to the charismatic leader’s behaviour, attitude and values (Daft, 2014).   Contributions to Dick Smith’s Business Success According to Tauris (2002), charisma is an ascription that is based on the perceptions of the followers regards the behaviour that is exhibited by their leaders. Such ascription becomes apparent during the day to day interaction between leaders and their followers which in turn determines the status of individuals based on the level of influence that an individual commands over others in the organization (Tauris, 2002). Where followers are able to internalize a leader’s articulated vision and values as well as develop feelings of self-efficacy and confidence in their abilities and competencies, then they regard that particular individual as a charismatic leader (Daft, 2014)). Boehm et al. (2014) states tha the charisma of an organizational leader as well as his ability to exhibit transformational leadership skills have been found to enhance overall organizational performance. Eisenbein and Boerner(2013) also state that both charismatic and transformational leadership entail different environmental and social interactions as well as strategic choices which in turn influence the effectiveness in an organization. Further still, transformational leadership has been found to stimulate the intellect and creativity of employees within organizations as well as bring out their best efforts (Eisenbein and Boerner, 2013). Attributes that Contribute to Dick Smith’s Charisma Charismatic leaders are individuals who tend to express confidence in their followers as well as demonstrate strong convictions regards their followers’ abilities to execute certain tasks, take responsibilities and play their expected roles within the organization (Eisenbein and Boerner, 2013). Such individuals create an overall organizational vision that is underpinned by strong work ethics and commitment to enhance organizational cohesiveness, intra-organizational integration and an overall organizational culture (Boehn et al., 2014). There are various constructs that determine whether a leader is regarded as a transformational leader or not. These constructs include flexibility, entrepreneurship, innovativeness and management competencies among others (Garcia-Morales, Jimenez-Barrionuevo and Gutierrez-Gutierrez, 2011). Charismatic leaders have the ability to stimulate and instil respect, pride and faith in organizational values and professional ethics (Moynihan, Pandeyand Wright, 2011). This is achieved through the establishment of emotional links between the leaders and their followers as well as through their ability to communicate high performance expectations (Garcia-Morales, Jimenez-Barrionuevo and Gutierrez-Gutierrez, 2011).Charismatic leaders act as role models to their followers whose behaviour and attitudes is desirable and hence can be emulated (DuBrin, 2015). Besides, charismatic leaders strive to empower them with the relevant skills and competences to be self-reliant and effective in addressing organizational issues and challenges (Moynihan, Pandey and Wright, 2011). They stimulate their followers’ intellectual and cognitive abilities in a manner that challenges the status quo in favour of beneficial change (Tarius, 2002). Charismatic leaders have the ability to identify available resources and resource constraints that may affect the achievement of set goals and objectives (Moynihan, Pandey and Wright, 2011). DuBrin (2015) states that charismatic leaders are those individuals who are able to exhibit a certain compelling quality to influence others (their followers) in a manner that sets them apart and makes the followers want to be led by them. According to DuBrin (2015), charismatic leaders possess the ability to chart the organization’s vision; demonstrate masterful communication and problem solving skills; are tactful and capable of inspiring trust from their followers. Besides, they possess self-promoting personalities as well as tend to be unique due to unequalled abilities (Tarius, 2002). They lead by example and as such, they tend to act as role models through their behaviours that are symbolic among their followers (Moynihan, Pandey and Wright, 2011). Lussier and Achua (2015) state that transactional leaders derive their influence by virtue of their past achievements and successes. They are able to tap into their follower’s desire for change as well as their own positive social and professional ideals (Wilderom, van den Berg and Wiersma, 2012). Their focus is on how to earn the trust and respect of their followers as well as change the status quo that is not delivering results as envisioned (Daft 2014).According to Lussier and Achua (2015), charismatic leaders tend to be direct in their approach to issues. This is evident in Dick Smith who in this case study is said to have been personally philanthropic and encouraged his followers to have a similar character. Through his actions, Dick Smith is able to influence his followers and members of the community who recognize him for his deeds while in various leadership positions. Dick Smith’s previous success at various leadership positions further help to eliminate any doubts regards his capabilities and expertise (Tauris, 2002). According to me, Dick Smith's business success can be attributed to his personal philosophy, hard work and philanthropic demeanour. Furthermore, from the case study, it is clear that Dick Smith is a person with desirable people and public relations skills. In addition, Dick Smith is evidently a visionary leader with the capability to articulate professional and organizational ethics with desired employee behaviour. Although Dick Smith was largely a charismatic leader, he has other attributes that limit his charismatic leadership qualities albeit to a small extent. These include inflexibility and lack of innovativeness. This is because from the case study, Dick Smith is notably said to have relied upon copying the success strategies of others unlike the charismatic leader’s tendency to be innovative and an advocate of an entrepreneurial spirit in the identification and consequent pursuance of a business opportunity. Charismatic leaders tend to have a high propensity to develop solutions to both current and possible problems facing or that might face the organization in the near future (Winston, 2013). This is achieved through their ability to create an idealized, shared and compelling vision for the organization to which all organizational members are required to demonstrate their commitment and dedication (Boehn et al., 2014). Conclusion Charisma and transformational leadership are two issues that have been found to influence the success of organizations in general and determine whether we judge a given person as successful or not.Businesses and other organizations require charismatic and transformational leaders who are better positioned to steer them towards the achievement of set goals and objectives. This is because there is evidence to the effect that transformational leadership and charismatic leaders have a positive influence on the performance of a business. Charisma enables leaders to inspire, motivate, create a sense of optimism and confidence as well as express a compelling vision for the organization which in turn increases the commitment of the followers to the goals and objectives of the organization. References Boehm, S.A., Dwertmann, D.J., Bruch, H.and Shamir, B., 2015,The missing link? Investigating Organizational Identity Strength And Transformational Leadership Climate As Mechanisms That Connect CEO Charisma With Firm Performance. The Leadership Quarterly, Vol. 26, no. 2, pp. 156-171. DuBrin, A., 2015, Leadership: Research Findings, Practice, and Skills, Cengage Learning, Boston. Eisenbeib, S.A.andBoerner, S., 2013, ADouble‐Edged Sword: Transformational Leadership And Individual Creativity. British Journal of Management, vol. 24, no. 1, pp. 54-68. Garcia-Morales, V.J., Jimenez-Barrionuevo, M.M.and Gutierrez-Gutierrez, L.,2012, Transformational Leadership Influence On Organizational Performance Through Organizational Learning And Innovation. Journal of Business Research,vol. 65, no. 7, pp. 1040-1050. Lussier, R and Achua, C., 2015, Leadership: Theory, Application, & Skill Development, Cengage Learning, Boston. Moynihan, D.P., Pandey, S.K.and Wright, B.E.,2012,Settingthe table: How transformational leadership fosters performance information use. Journal of Public Administration Research and Theory, vol. 22, no. 1, pp. 143-164. Tarius, I.B., 2002, Leadership and management in the information age. Abu Dhabi, United Arab Emirates: The Emirates Center for Strategic Studies and Research. Wilderom, C.P., van den Berg, P.T.andWiersma, U.J.,2012,A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance. The Leadership Quarterly,Vol. 23, no. 5, pp. 835 -848. 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