Charisma and leadership

Whether a person with average charisma could be considered a superior attraction or not will search on a number of factors. First, it is important to understand what factors cost charisma, also known as ?idealized influence? (Mumford & deoxyadenosine monophosphate; Strange, 2002) and by inference average charisma. Connelly, Gaddis and Helton-Fauth (2002) cited House (1977) to indicate that magnetized leaders arises from the interaction of leader capacities (self confidence, dominance, moral conviction), leader demeanour (successful role modeling unmatched?s beliefs and values, articulation of goals and visions, communicating high expectations, tapping into followers motives), followers characteristics (motive compatibility, identification with leader), and situational factors (crises, need for affable change) (p. 257). In other words, charisma involves envisioning, energizing, and enabling and therefore a true commitment towards the overall well being of an transcription and its employees.

Second, as one examines the relationship between charismatic leadership in general (weak or strong) and in effect(p)ness, it should be realized that this is inherently a weak one (Nadler and Tushman, winter, 1990) as it has many associated risks and is trammel by (1) unrealistic expectations, (2) dependency and counter-dependency (3) reluctance to disagree with the leader? and (4) limitations of range of the individual leader (pp. 110-111).



As such, the authors concluded that eyepatch charismatic leadership is a necessary ingredient for effective [or superior] organizational performance, it is not sufficient (p. 112).

Still, these inherent limitations are level off more compounded or reinforced as one begins to further analyze the relationship between charisma and the force on leader effectiveness or performance, in the setting of two basic types of charisma, ?personalized and socialized?, as expound by House and Howell (1992) and cited by Connelly, Gaddis and Helton-Fauth (2002, p. 257). The authors suggested that charismatic leaders who epitomise the personalized behavior reflect a vision that is defined by...

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