Leading People:Critical Perspective - Essay Example

However, some of the answers to the above question are realised after understanding the various theories of leadership. Most importantly, the best way to understand leadership is through relating all the different leadership theories in terms of similarities and differences. Over the years, the theory of charismatic or transformation leadership has captivated the interest of scholars. Charismatic or transformation leadership has proved to be effective in numerous groups and organizations. This paper is a discussion of charismatic and transformation leadership and its links to other leadership theories.

An organization runs well when is led by an influential and proficient leader. Leaders have a great responsibility in structuring the company the way they want and motivating their followers. A leader has the duty of increasing the organization’s productivity while at the same time maintain the organization’s culture, which is a hard task. James McGregor Burns, in the year 1978, expressed that there are transactional and transformational leaders. It is clear that Burns’ transformational leadership is similar to Weber’s style known as charismatic leadership.

Since the classification, of that form of leadership style in 1978, numerous researches by scholars have been conducted with the objective of identifying other, new characteristics associated with that theory of leadership (Graen & Cashman, 2007, p. 14). Max Weber was the first individual to introduce the theory of charismatic leadership. He defines a charismatic leader as a person with an exemplary character and an individual with a prescriptive order. Max Weber still saw a charismatic leader as a person who compels expected followers to work, as they perceive the leader as being gifted in an extraordinary way and acts as a hero.

A leader has the power to exhort and create confidence (Bergmann & Hurson, 2003, p. 26). There are four attributes in behaviour that can be used to differentiate between a charismatic leader and other leaders. The first attribute is dissatisfaction with the status quo. Charismatic leaders, at most times, do not focus on the status quo, but focus on change. On the other hand, non-charismatic leaders are conservatives and prefer the status quo. The second behaviour attribute is the nature of commanding a vision.

Charismatic leaders are able to formulate an inspiration vision that shows a great future (Avolio & Yammaruno, 2009, p. 37). The measure of a good article of vision is the message and the way it is given. The message is articulated by pointing the upcoming positive features and the negative figures of the present time. Self-confidence is seen in charismatic leaders as they communicate effectively, and they show their dedication in giving a quality output in what they ought to accomplish (Conger & Kanungo, 2002, p. 43). Another behaviour attribute used to differentiate leaders is the unconventional strategies that are used.

Unconventional strategies are used by a charismatic leader exceed the current order, but available means to get the existing goals are used by a non-charismatic leader. It is believed that charismatic leaders have heroic qualities that help them prevail in spite of the challenges they face. The final behaviour attribute that differentiates the two leaders is the awareness of the constraints and requirements of the resources. Charismatic leaders have the capability of realising the importance of conducting a realistic judgement of the environmental requirements and striking their