The paper "Transformational and Charismatic Leadership " is an outstanding example of management coursework. 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.
Garcí a-Morales, Jimé nez-Barrionuevo and Gutié rrez-Gutié rrez (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, Jimé nez-Barrionuevo and Gutié rrez-Gutié rrez, 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 belief 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, Jimé nez-Barrionuevo and Gutié rrez-Gutié rrez, 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 the 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 the 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).
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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.
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