Introduction
A charismatic leader can influence people through their ability to communicate, persuasion, and charm. Every captivating leader is unique in their appearance and in the manner in which they operate. This makes it possible for such leaders to influence their subordinate to embrace a particular desirable pattern of operation. To inspire others, charismatic leaders depend on their charisma and competence. A company’s culture and the people it employs may benefit significantly from a charismatic leadership. In the wrong hands, this kind of leadership may have unexpected effects. Using charismatic management and leadership techniques is essential to transforming leadership. The purpose of this study is to examine several forms of leadership and various theories of leadership, emphasizing charismatic leadership.
Analysis of Leadership
The capability of an individual or a group to guide and influence subordinates or other organization’s members is known as leadership. Some of the characteristics of leaders include self-confidence, good communication, and managerial abilities (Watts et al., 2019). Leaders should show inventive and creative thinking, tenacity when faced with failure, readiness to take chances, openness to change, and reactivity in times of crisis. Taking on management responsibilities is a standard part of leadership. Still, influential leaders know that their strengths lie elsewhere than clearly articulating the steps needed to complete tasks and holding others accountable for meeting their responsibilities.
Analysis of Charismatic Leadership
Charismatic leaders must be persuasive because they must persuade people to see things their way. To begin making progress toward a goal, charismatic leaders must instill a belief in their followers. They may have strong opinions, but the best leaders are sensitive to the thoughts and feelings of others around them (Shamir & Howell, 2018). These leaders understand that it is the responsibility of the leaders to adapt their leadership style to each individual rather than push others to adapt. Charismatic leadership is characterized by the leader exercising complete control over all decisions and consulting with no one else.
Pros of Charismatic Leadership
Charismatic leaders are visionaries; they have a massive goal in mind that they work hard to achieve. They can see what others cannot see beyond the horizon because they can gaze beyond the large picture. Then, they begin brainstorming ideas for a beneficial outcome. Secondly, charismatic leadership appeals to people’s emotions. For many, charismatic leaders inspire a desire to attain their own aims. As a result of their leadership, the workforces are allowed to be a part of something far more significant than themselves.
Additionally, the style allows individuals to see things from a different perspective. For people to think in new ways, charismatic leaders need to communicate their visions to the world. As kids become older, they may even be able to conceive of more significant goals or aspirations that are achievable. Besides, charismatic leadership lowers the turnover rate of a company. When a company has a high turnover rate, it is common for employers to look for charismatic executives. People are more likely to feel at ease in the workplace when they have a personal connection to the charismatic leader than when they do not (Hunt & Fitzgerald, 2018). When their boss is prepared to take a few risks, they are encouraged by the open communication and incentives that follow. Fifthly, it emphasizes the process of learning. Charismatic leaders embrace imperfect human beings. It is not their goal to achieve excellence in every single undertaking. These leaders always want their followers to benefit from their blunders, and mistakes are a way to grow.
Cons of Charismatic Leadership
Charismatic leadership depends on the leader’s energy levels. Charismatic leadership is characterized by a high degree of personal enthusiasm on the part of the leader. It might be tiring to persuade others to pursue a specific vision or desire. Few people will be ready to join you if your energy levels decline. Some individuals may give up on their dream completely if their energy is depleted for an extended period of time (Hunt & Fitzgerald, 2018). Many charismatic leaders succumb to burnout as a result. They are the ones that have to bear the weight of everyone’s emotions.
Moreover, new learning possibilities are stifled because of this type of leadership. Charismatic leaders persuade others to follow their lead. For example, they give up their ideas and ambitions because they perceive something “better” in the eyes of the person they follow. Instead of focusing on their personal development, leaders encourage their subordinates to do so (Le Blanc et al., 2021). People who follow a leader no longer care about themselves; instead, they put all their efforts into achieving the objectives set out by the leader. Thirdly, it is a leadership style that fits into a rigid structure. Charismatic leaders are more likely to put their ideas ahead of established norms or laws. From a business perspective, charismatic leaders may be a challenge. These leaders may have the freedom to proceed in a different route, notwithstanding any rules or procedures.
Other Types of Leadership Styles
The autocratic leadership involves operations where all decisions, processes, and policies are made from the top down in an organization under autocratic leadership. An autocratic leader is less concerned with gathering feedback from their team and is more likely to make executive choices that everyone else must follow (Shamir & Howell, 2018). For example, autocratic leadership is efficient when deciding on a course of action. This kind of leadership maintains team cohesion and uniformity since only one person is in charge. As everyone is assigned a defined task and is not encouraged to deviate from it, their responsibilities may become more apparent. However, autocratic leadership can impede innovation, cooperation, and creativity and has little impact on intellectual diversity. Individuals and groups may disengage because they believe they have no say in the process. This kind of leadership allows no space for professional development or guidance.
In addition, transactional leadership, in which short term planning, structure and control are these leadership’s hallmarks. To keep their people motivated, these leaders use a system of penalties and incentives (Shamir & Howell, 2018). As the term indicates, there is a straightforward trade between the leader and their team members under transactional leadership. A promotion, for example, might be given to an employee in return for their cooperation and superior performance. In transactional leadership, short-term objectives may be effectively met. A system of rewards and punishments specifies desired team conduct. This kind of leadership helps the organization and stabilizes the environment. Amongst its cons is that it restrains innovation, growth, and entrepreneurship. Individuals motivated by external factors may not be affected by these factors. This leadership style can be depressing for individuals seeking professional and personal growth possibilities.
Moreover, there is practice of bureaucratic leadership where bosses rely on their subordinates’ obedience and compliance with rigid rules and regulations. As the name suggests, a frequent leadership style in government, the armed forces, and other non-profits is the “command and control” model. Bureaucratic leadership enhances employment prospects and final results (Shamir & Howell, 2018). This kind of leadership eliminates the possibility of bias and has transparent processes and procedures. One of the cons of this leadership style is that the chain of command is inefficient. Personal or professional development is not encouraged in this leadership style. This kind of leadership cannot help teams work together effectively or develop trusting relationships
Leadership Theories
Contingency Theory
This theory examines the influence of the success or failure of a leader on their context of operation. The setting in which a leader works directly impacts their efficacy. While a leader’s personality does play a role in their performance, the scenario and context in which the leader may find them are much more critical (Sy et al., 2018). According to this theory, it is possible for excellent leaders to change their style of leadership depending on the scenario. There is the possibility of finding the perfect leader for a particular circumstance (Watts et al., 2019). This theory has several benefits, such as the fact that leaders may be successful irrespective of the setting in which they operate. However, there is no adequate background for each event. Because of this, contingency theory may miss out on essential aspects of the employee or corporate psychology. It may not have given enough attention that leadership styles may evolve.
The Theory of the Great Man
According to the excellent man hypothesis (eferred to as the trait theory), great leaders are born, not made. The leaders who who excel are born with natural attributes and abilities that are impossible to be learned or taught. Conferring to the trait theory, the particular characteristics of a leader justify their position (Le Blanc et al., 2021). Among the most common criticisms against this theory is that leaders are either made or born, and there is no effort or labor needed for one to become a leader. These findings imply that psychological and social leaders must be selected and cannot emerge from the shadows. It has been said that the features linked with this idea are sexism and do not fit the actual influential leaders’ psychology.
Management Theory
Management theory, which is also called transactional leadership, is a paradigm of management that concentrates on group supervision, structure and performance. Managers usually want to illustrate their appreciation to their workforces in case they do something worth noting and that they might be penalized if they fail (Le Blanc et al., 2021). Because humans only do things to get something in return, sanctions and transactional incentives are used in an effort to motivate them. Using this leadership style might bring a lot of benefits to an organization. Optimistic reinforcement is known for motivating and inspiring workers to attain their objectives. However, there is a lot of criticism concerning this kind of leadership as well. Workers’ morale may be lowered through the imposition of penalties and consequences. Rewards and punishments may sometimes be perceived as a lazy leadership style since they are so easy to implement.
Leadership founded on moral ideals and principles is regarded as “ethical.” Honesty, respect, and openness are all examples of moral virtues, including trustworthiness, integrity, and fairness (Sy et al., 2018). Leaders have the potential to influence the ethical conduct of individuals around them when seen from a group viewpoint. Setting a good example and directing others to do the same will encourage others to do the same.
To ensure that people trust ethical leaders, they should be honest with themselves. They can do this by presenting facts as they are, communicating openly with their stakeholders and employees as well as competing fairly (Sy et al., 2018). One ought to offer equal chances, denounce any behavior that may injure others and treat everyone fairly. Ethical leaders tend to treat every individual who they come into contact with respect, irrespective of defining qualities or their position. Ethical leaders put emphasis on fostering inclusivity, listening to every stakeholder and appreciating variety. Assuming one’s responsibilities involves taking the place of another leader, accepting the authority and responsibilities that come with it, and being ready to react and be present.
How Charismatic Leaders Collaborate With External Stakeholders
In today’s fast-paced and competitive global economy, firms must constantly innovate to stay ahead of the competition. The desire for greater possibilities for corporate stakeholders to participate in co-creation and collaboration is growing, as are the expectations of customers, workers, and other stakeholders (Sy et al., 2018). Companies are being pushed to the limit by more well-informed and connected stakeholders. Customers have a growing desire to have more significant contact with companies and a more substantial involvement in the processes that eventually produce value via the supply of goods and services.
To prevent data breaches, charismatic leaders work with external stakeholders. There is a clear breakdown of who has access to what data and how much access they have been given. For example, can they download a paper and share it with others, or are they just allowed to see it? An investigation of a data leak or network security breach will be necessary to establish an incident response strategy and avoid such leaks in the future (Sy et al., 2018). Everyone should know exactly what is expected of them when clear terms are established. It is easier for charismatic leaders to communicate their expectations to stakeholders if they understand who they are and what they desire. A subject matter expert, for example, should be aware of when and how to supply expertise for a project and how to provide feedback. These leaders are as detailed as possible on how comments will be reviewed and included in the project’s timeline.
The following is how leaders utilize resources for the more significant benefit. Influential leaders care for their followers and do not treat them as subordinates. They consistently choose honesty and respect above friendship and dishonesty (Meslec et al., 2020). Before advancing into regions of resistance, they examine their audience in terms of relevant needs, wants, and values and concentrate on a relationship with their audience on similar grounds. There must be intelligent, polite, and non-dogmatic handling of opposition areas. Participation is encouraged, individuals are solicited for their thoughts and ideas, and credit is given to those who deserve it. People who have the most significant influence on achieving the organization’s objectives are rewarded, rather than procedures, for their efforts. A strong leader can persuade their people to carry out their orders.
Companies have a significant impact on society, mainly because a business cannot exist without support from individuals. Social capital is created and maintained via the company’s core operations, its products and services, and the activities that are made possible by the increasingly global and complicated supply chains. Skills may be maintained or developed through work-based training or goods and services (Meslec et al., 2020). In both local and international supply chains and marketplaces, employment and interests contribute to poverty reduction, empowerment of individuals, and a rise in health and well-being for the people they serve. Another way firms help the community is by being the representatives of their community. Local entrepreneurs and workers own and operate small companies, so their communities may be shown through their enterprises.
Conclusion
Understanding the dynamic between charismatic leaders and their followers is more vital than ever in this day and age. Research into this interaction may benefit both current and future community leaders. Researchers should investigate how various degrees of follower self-concept affect leaders’ and followers’ interactions. It is possible that leaders with solid self-concepts would find it easier to make inspirational speeches to those more aligned with the organization’s vision and objectives than those who are more focused on the leader’s “personality.” Future research might assist guide research on charismatic leadership from follower-centric viewpoints, even if there has been some progress. Research focusing only on the function of followers in the charismatic leadership process remains limited, despite the many theoretical investigations into this aspect
References
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Le Blanc, P. M., González-Romá, V., & Wang, H. (2021). Charismatic leadership and work team innovative behavior: The role of team task interdependence and team potency. Journal of Business and Psychology, 36(2), 333-346.
Shamir, B., & Howell, J. M. (2018). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. In Leadership now: Reflections on the legacy of Boas Shamir. Emerald Publishing Limited.
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