Describe about the Managing Organizations and Leading People for Business Model.
When leadership comes in play, it tends to focus mostly on changes, the changes mainly work on creating systems that are needed by managers and eventually there is elevation of them to a whole new level. Looking at some of the definition of leadership, Ciulla (2008) argues that leadership tends to be a process that influences others to uniquely understand and agree on what is needed to be done and how it should be done, as well as the process that facilitates the individual or collective efforts to attain the shared objectives. Definition by Zehndorfer (2016) sees leadership as a process where individuals influence groups to achieve a common objective. Hence, the definitions create a central phenomenon such as individuals achieving a common goal or leadership involving influence of others. As a result of this definition the whole development of this paper will focus on the charismatic model of leadership whose aim is mostly focusing on the leadership aspect.
Therefore, for effective argument of the charismatic leadership model, perhaps it would be important to at least try and come up with a complete overview of charismatic leadership description. Thus, charismatic according to Conger (1985) is a leadership styles that is recognized but perceived by many with less tangibility compared to other leadership styles. This kind of reality is receives difficult association of direct definition of charisma in an individual only when examine the individual. Zehndorfer (2016) works on defining the charisma model led to his categorization of charisma as an untraditional form of influence whereby leaders tend to possess exceptional qualities as perceived by followers. At times charisma is often a trait that is perceived to another, but the problem comes in describing the actual perception without direct reference of particular behaviour, traits or characteristics. Also follower’s attribution of charismatic qualities to leadership tends to be jointly determined by leadership expertise, behaviour or aspect of the situation. Taking exceptional behaviour aside, contextual factors such as crisis tends to have a significant role in charisma attribution. Therefore, the above overview effectively describes the view of a charismatic leader, thus in explaining the main issues of charismatic leadership; we will consider three factors that is vision, communication and trust.
Ethics in Trust
Establishing trust relationship with your followers as a leader tends to be crucial for any charismatic leader. Ingram (2013) creates notes that trust tends to be an extra ordinary because of its similarity with reverence. Sadler (2003) claims that trust must be in high levels between the leaders and followers, thus the aspect of integrity tends to be vital for creation of trust relationships. At times integrity is established through the demonstration of honesty and consistency that is between the said values and persons actions. Therefore, in this model of leadership for there to be trust one must always speak the truth for the purpose of quantifying values that one espouses to others. Thus, for purpose of full adherence to values charismatic leaders need to develop an understanding that of needs and values of followers. Hence, a subtle that is sensitive to play in this where leaders understand the need and values of followers and respect them via continuing mirror of personal convictions. Hence, in trust development it tends to be a process that effectively substantiates a charismatic leader poise and self sacrifice. Often this means that one is ready to sacrifice his position, money or other valued tangible activities that prove inherent congruent and maintain high levels of trust and relationship. Based on the above discussion of charismatic leader must accomplish this efforts through maintenance of trust and integrity.
Teamwork through Communication
Development of effective communication tends to be an essential quality in any form of leadership. With this in mind, it tends not to be different in charismatic leaders, but charismatic leaders have a unique character compared to the non charismatic leaders. Thus, for charismatic leaders effective communication factor goes beyond the merely dissemination of information. For effectiveness there is need of charismatic’s to include the emotional appeals within their rhetoric’s (Dayan & Chan, 2012). Hence, this includes the use of symbols, metaphors, dramatic languages that tend to lend credibility to the communication process. Also, ideas, thoughts and concepts need to be articulated via inspiration and motivating manner. Hence, when charismatic leaders communicate with emotion, inspiration and motivation, the followers tend to react with charisma. At times charisma needs to appear with confidence and communication acts as self-confidence in rhetorical efforts (Stutje, 2012). Hence, this tends to be true mostly from distant charismatic leaders who communicate with followers through internet, television or radio. Hence, it will be expected that charismatic leaders will be recognized for the exciting and passionate public oratory. Hence, the methods of communication tend to be integral to the attribution of charisma (Ingram, 2013). Therefore, charisma leaders are often remembered because of their rousing speeches where crowds were frenzied with excitement. Thus, as a charisma leader you need to close the bridge distance gap and create effective communication via a variety of media for the purpose of being considered charismatic by your followers.
Similar to communication, establishment of vision tends to be a vital trait for a successful leader. For charismatic leaders they often emerge with a vision that is mainly solution oriented and different from the status quo. Hence, new vision tends to be different from the way things were done previously and it tends to be an important separator compared to other leadership styles. As noted by Stutje (2012) other leadership styles tends to have a less radical new vision, thus charismatic leader tend to engage followers in radical change. Avolio & Yammarino (2002) further indicates that a charismatic leader always articulates an ideological vision. Hence, the ideological vision being portrayed tends to be source of differentiation from the normative. Followers only attribute visionary attribute of charisma to leaders who have set personalized vision that allows steadfast resolve (Ciulla, 2008). But, truth of matter is that followers will not only attribute to charisma based on vision but with proper enthusiastic articulation of the vision. Therefore, charismatic leaders always translate radical and innovative ideas into social ideas, thus concerns of vision tends to be the internalization of vision in followers that tends to directly lead to attribution of charisma to leaders.
From the three aspects discussed, it tends to provide an in-depth analysis of the charismatic leadership model. But, the most significant aspect is on how charismatic leaders organize or handle emerging situations based on charismatic model. After looking at this perhaps it would be vital to describe some of the leadership traits, skills and tasks which are effective in a leader’s case, they include:
Passionate- here, leaders need to be passionate in what they do. This is mainly done through levels of commitment which motivates team member to do a better work. Also, modelling of attitude tends to be a vital a leader must have so as to successful attained the set objectives (Zehndorfer, 2016).
Assertiveness- as leaders you set requirements for you team and goals that need fulfilment. Therefore, in instances where leaders aren’t meeting expectations they need to be assertive. For an assertive leader, he or she should be bold and firm to go after the set goals. Thus, such levels of certainty and confidence may be important for tackling issues in your team.
Empowering- supporting of team members tends to be the best way of encouraging members to perform. Empowering makes it clear that you trust team member’s judgement (Ciulla, 2008). Thus, as a leader you should give authority to people to carry out their duties and show them the significance of respect.
Confidence- for a successful leader being confident in abilities and decisions tends to be a vital aspect. Therefore, for purpose of encouraging followers as a leader you should be confident with a strong feeling of sense of certainty about choices you make (Stutje, 2012).
Flexibility- it is widely known that not everything goes as planned in any business. At times competitors tend to change tactics or there may be new government regulations. Therefore, it is vital for a leader to be flexible so as to change courses so as to make sure that a business survives.
Responsibility- a successful leader is always responsible. A responsible leader always takes of the activities that are happening in a business. Therefore, as a leader you should always scrutinize activities in your firm so as to be able to effective and avoid losses in your businesses.
In conclusion, the above discussion tends to significantly show how leadership is an important aspect in the attainment of organizational goals. Charismatic leaders based on the discussion provided are effective an efficient in the attainment of organizational goals. This tends to be so because of the aspects that emerge when one possess the charismatic qualities. Therefore, it should be recommended that based on the above discussion leaders adopt the above stated traits so as to become effective leaders.
References
Strong, C. R. (2009). The role of charismatic leadership in ending the Cold War: the presidencies of Boris Yeltsin, Vaclav Havel, and Helmut Kohl. Lewiston, Edwin Mellen Press
Zehndorfer, E. (2016). Charismatic leadership: the role of charisma in the global financial crisis.
Conger, J. A. (1985). Charismatic leadership in business: an exploratory study : a thesis.
Sadler, P. (2003). Leadership. London, Kogan Page Ltd.
Stutje, J. W. (2012). Charismatic leadership and social movements: the revolutionary power of ordinary men and women. New York, Berghahn Books.
Dayan, H., & Chan, K. B. (2012). Charismatic leadership in Singapore: three extraordinary people. New York, Springer Science+Business Media, LLC.
Ingram, H. J. (2013). Charismatic leadership phenomenon in radical and militant Islamism. Farnham, Ashgate Publishing Ltd.
Avolio, B. J., & Yammarino, F. J. (2002). Transformational and charismatic leadership: the road ahead. Amsterdam, JAI.
Zehndorfer, E. (2016). Charismatic leadership. [S.l.], Routledge.
Ciulla, J. B. (2008). Leadership at the crossroads. Westport, Conn, Praeger.
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