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Leaders who are charismatic are perceived to have a strong impact on their fan base or followers (Sotik et al 2002). Such leaders show dominance, self confidence and extraversion. They employ emotional appeals instead of authority (Yulk 2006) to elicit obedience from followers. Thinking of France, this form of leadership has been adapted very well. Despite the French being collective, they were not ready to be subjected to authority.
Moreover, France tends to deject coercion into altering their ways. Such conditions are always needed from followers inspired by transformational leadership (Strang 2005). In contrary, French followers are likely to be influenced by a leader who is charismatic as they have a feeling of obedience to him. This appeals to the French as they believe in free will and the right to do whatever they want (laizzes faire). The similarity between the value of followers and vision in a charismatic leader and followers’ conception show why the style is effective in France.
The style is relevant to charismatic leadership but direct approach in this style makes the difference. The literature implied transformational leadership made the followers loyal, trust and admire and have respect for the leaders while the followers had the motivation to extend beyond expectation. In other studies, there was a suggestion that transformational leadership changed and followers be induced by giving them instructions on criticality of objectives to attain. Therefore, the leaders made followers to be impelled to give up their aspirations for team’s or organization’s benefit. In his previous works, Yulk (2006) stated that contingencies in which transformational style was probable to spring was in an unstable and dynamic environment, a friendly and flexible one to innovation.
Nevertheless, the French never considered innovation friendliness to be a
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