Charismatic Leadership - Case Study Example

? Charismatic Leadership Contents Contents 2 Part Theoretical Framework 3 Introduction 3 Theories of charismatic leadership 4 Dark side of charisma 5 Developing charismatic leadership 6 Part 2: Practical side 7 Answer 1 7 Answer 2 7 Answer 3 7 Answer 4 8 Answer 5 8 Works cited 9 Name of the Student Name of the Professor Course Number Date Charismatic Leadership Part 1: Theoretical Framework Introduction According to Weber (15-27), Charismatic Leadership can be defined as “resting on devotion to the exceptional sanctity, heroism or exemplary character of an individual person, and of the normative patterns or order revealed or ordained by him”. During the early stages, leaders from the religious backgrounds such as, Jesus were treated as charismatic leaders. In the later researches, political and social leaders like, Gandhi, were also classified as charismatic leaders. These leaders had some exceptional qualities and were treated like gods by their followers. The social conditions and patterns of the charismatic leadership were expected to be the reason for a strong bond between followers and the leaders. Dominating charismatic leaders are visionary and have strong convictions, sensitive to environmental resources and constraints, unconventional in behavior and self-confident. However, researchers have also argued that psychological attributes can also create charismatic leaders. The major assumptions regarding charismatic leadership are personal admirations among followers for the leaders and self-belief in the leader. Few of the basic characteristics of charismatic leaders are: A charismatic leader is creative and unconventional. While resolving issues and troubleshooting, charismatic leaders always look for solutions which are creative and unconventional. These methods are also used to attract others attention towards key issues (Jacobsen 75) They possess effective and influential interpersonal communication skills. They are always ready to demonstrate attention and respect towards self as well as others. Through self-sacrifice and personal risks, they are able to create loyalty and absolute trustworthiness. Theories of charismatic leadership Various theories have been established in order to explain the origin and evolution of charismatic leadership style. Few of the well known and popular theories are described below: Weberian Perspective Weber first coined the term “charisma” and described charismatic leaders as the one who bears the ability to implement drastic social changes. He identified that these kinds of leaders arise in periods of physical, economical, psychotic, religious, political or ethical distress. He also referred charismatic leaders as superhuman or supernatural with exceptional qualities and powers. According to this theory, the loyalty and passion of followers might have aroused out of hope, despair or enthusiasm. He also argued that the major difference between bureaucratic and charismatic leadership is that charisma appeals to those with a revolutionary attitude. Rebel Leadership of Downton Downton (20-70) proposed the theory of charismatic leadership in context of political and rebel leaders. He argued that effect of charismatic leaders on followers is potent and influential because of their authority and transcendental ideals which facilitates the identification of followers with the leaders. This condition is characterized by psychological changes, solidification of trust and loyalty towards the leader. However, charismatic leadership is independent of other leadership styles such as inspirational. He had also concluded that the position of charismatic leaders can be maintained if they are able to establish security and provide a new cultural reinforcement or identity especially for those followers whose socialization or psychological dispositions are to obey orders. Psychological theory Psychological theory was first presented by House (189-207) in order to explain charismatic leadership behaviors. The overall psychological impact of this leadership style on the followed was also explained by him. Apart from that, he had also given a theoretical explanation of how charismatic leaders influence followers and mould their perceptions. According to this theory, charismatic leaders used persuasive skills in order to influence their followers. The theory also had suggested that individual differences of these leaders can be measured. Emotional interaction between the leader and their followers is the basis for the charismatic appeal. Depending on the mission and its requirements, charismatic leaders generate motivation in their followers to accomplish the values and ideals of the respective leaders. High confidence results in high expectations for both parties and these leaders are seen as role models. This theory of House was way ahead of his time and had a remarkable influence on the theories and ideas dominating at that time (Antonakis, Cianciolo and Sternberg 3-15). Dark side of charisma There are several negative effects of charismatic leadership as well. The shared ideas and vision between followers and leaders create huge amount of energy in the company. Sometimes, leaders can use this energy in a destructive manner. Chances of misuse of the organization’s power increases with the rising confidence of the leaders. Many organizations have witnessed charismatic leaders who abuse their powers and high-ranking managers going corrupt (DeCelles and Pfarrer 15-30). As a result of the excellent communication and charisma, followers portray zero resistance and accept the decisions unflinchingly. A perfect example of charismatic leadership getting corrupted is the atrocious acts performed by German soldiers under the leadership of Hitler. Charisma may dilute the judgment capability of the leader as well as followers. Reason and force are rational method of influencing others while charm is considered irrational. Emotional manipulation may also result in views which are biased and irrational. Once the charm of the charismatic leaders runs out, they tend to use force for implementing their decisions. This might prove to be fatal to the overall mission and values of the organization. Another dark side of charismatic leadership is that it turns addictive over time. Once the followers are charmed by the charisma, these charismatic leaders continue to expect high ratings of approval which distracts them from the real goals (“The Dark Side of Charisma”). On the other hand, followers start reinforcing populism and concluding unpopular decisions as the right acts. In many cases, charismatic leaders remain deluded even when their followers have realized the truth. For example, even after the followers of Saddam Hussein woke up to reality and found him to be a ruthless and unruly dictator, he was absolutely convinced that he had served his nation with integrity and dignity. Charismatic leadership often fosters collective narcissism. Individuals are charmed by someone only when they share their principles and core values. In other words, followers express their own beliefs by revering the charisma of a leader who corresponds to their perceptions. For example, Barack Obama can be considered as a charismatic leader by the larger political parties as well as an average American but not from an average Republican’s point of view. Thus, this characteristic of the leaders re-enforces their values and beliefs in a more possessive manner. In future, if the leader expresses any change or transformation, it becomes extremely difficult for the followers to accept (Howell and Shamir 96-112). Developing charismatic leadership According to Conger and Kanungo (14-55), charismatic leadership can be learned through proper training and experience. The various techniques for imbibing charisma are as follows: Strong presence and body language Strong presence and body language are important charismatic aspects. Body language transmits warmth, strength and likability. In order to develop a strong presence, learning skills should be enhanced. Empathy and emotional intelligence Empathy can be increased by understanding needs, wants and perspectives of people and opening up for greater connection and understanding. Emotional intelligence can be achieved by controlling one’s own emotions as well as understanding the emotions of people around. Assertiveness and self confidence Assertiveness can be learnt by building self-confidence and communicating your needs and wants. It also means respecting the needs and wants of other people. Assertive people show personal power but they also show respect, dignity and kindness. Part 2: Practical side The charismatic leader chosen for the case study is Steve Jobs. Steve Jobs was the founder of Apple which is one of the most famous and respected companies around the globe. Answer 1 Steve Jobs had shown a universal leadership characteristics and behavior. He had led many cross-functional teams across the globe and always knew exactly what kind of leadership strategy to follow. He also had a clear vision and passion for the development of the organization and had the ability to inspire mutual trust. He was a high-maintenance individual and expected excellence from his co-workers. He believed in a higher purpose and always envisioned his passion among his co-workers and other employees (“Faculty Insight: The Leadership of Steve Jobs”). Answer 2 Few of the leadership qualities of Steve Jobs show that he was a charismatic leader. First, he was extremely self-confident and unconventional in behavior. He had believed in his gut-feeling and had always followed the same. The strong conviction and vision for something bigger is the evidence which demonstrate that he had charisma. Even though he was touted as arrogant and demanding, his co-workers and employees had blindly followed him and catered to his every need. Answer 3 Steve Jobs followed a combination of thinker and director communication style. As a thinker, he was efficient, task-oriented and perfectionist. He also liked to work alone. As a director, he was little concerned about relationships and gave major emphasis to results. His communication style was direct, aggressive and practical. While communicating, he was fast-paced and dominating. Answer 4 The major dysfunctional characteristic displayed by Jobs was excessive passion for creativity which was exhausting and daunting for most of his employees and co-workers. He was perceived to be mean-spirited, dictatorial and arrogant. He was also known to follow servant leadership style. Apart from that, his excessive critical feedbacks were also hard to follow. Answer 5 I want to be a charismatic leader. By observing the above-mentioned charismatic leaders, I have felt that by being a charismatic leader, I will be able to lead people in an effective manner. However, I also believe that there are a few negative characteristics associated with charismatic leadership which should be avoided. Works cited Antonakis, John, Anna Cianciolo and Robert Sternberg. The nature of leadership. Thousand Oaks, CA: Sage, 2004. Print. Conger, Jay and Rabindra Kanungo. Charismatic leadership in organizations. Thousand Oaks, CA: Sage, 1998. Print. DeCelles, Katherine and Miacael Pfarrer. "Heroes or villains? Corruption and the charismatic leader." Journal of Leadership & Organizational Studies 11.1(2004): 11-67. Print. Downton, James. Rebel leadership: Commitment and charisma in the revolu­tionary process. New York: Free Press, 1974. Print. “Faculty Insight: The Leadership of Steve Jobs.” Rutgers. Rutgers Business School. Web. 5 November 2013. House, Robert. Leadership: The Cutting Edge. Carbondale, Southern Illinois: University Press, 1977. Print. Howell, Jane and Boas Shamir. “The role of followers in the charismatic leader­ship process: Relationships and their consequences.” Academy of Management Review, 30(2005): 96–112. Print. Jacobsen, Chanoch. "Dynamics of charismatic leadership: A process theory, simulation model, and tests." Leadership Quarterly, 12.1(2001): 75. Print. “The Dark Side of Charisma.” Hbr. Harvard Business Publishing. Web. 5 November 2013. Weber, Max. The theory of social and economic organization. New York: Free Press, 1974. Print. Read More