Target Charismatic Leader Analysis

“Charismatic leaders act in unique ways that have specific charismatic effects on their followers” (Northouse, 2013, pg. 188). Charismatic leaders are strong role models for the beliefs and values they aspire their followers to adopt. They are identified to be dominant and have a strong desire to influence others. They also are self-confident and have a strong sense of one’s own moral values.

One of the single most important traits to possess in order to be an effective leader is charisma. Jeff Skilling exuding charisma and was able to convince the media, shareholders, employees, and everyone in between that he was acting in their interest and running a company with integrity and honesty. Skilling’s charisma can be seen in many instances during his career at Enron, but one of his more striking instances of charismatic leadership was how he was able to influence all of the workers at Portland General Electric to convert their 401k’s into company stock (Gibney, 2005). Though this may sound like a relatively commonplace act, it took massive amounts of charisma to gain the trust and confidence of an entire company’s employees.

Transformational leaders provide a sense of vision and mission, they have the capability to inspire through communication of high expectations, stimulate the use of intelligence for problem solving, and provide personal attention and coaching for followers. This type of leadership is concerned with emotions, values ethics, standards and long term goals (p.185). “Charismatic leaders act in unique ways that have specific charismatic effects on their followers”(p.188). Charismatic leaders are strong role models for the beliefs and values they want their followers to adopt.

This means that a leader must be inspirational, decisive, and performance oriented. This is important for employee retention and employee satisfaction. The consultative management style paired with a charismatic leader will facilitate productivity and still meet corporate needs. This will be possible because the workplace for employees will remain the same, except for a few management change, and employees will still get to contribute their input and have somewhat of a voice in the company decisions, which is important in Australia. It is also important for a charismatic leader, such as Galen G. Weston, to lead the section as this will make the company more relatable to the consumers. Corporate head office wants the company to be successful and innovative all the while attracting customers and having good management, this can all be done by implementing a consultative management style paired with a charismatic leader at the

The purpose of the study was to determine how people can become an authentic leader. Over the years, studies were conducted to establish the characteristics and personalities of an ideal leader. However, researchers failed to develop a clear idea of an authentic leader. In addition, in the past five years people had developed a deep distrust of leaders. Consequently, after people read Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value by Bill George, they wanted to know how they could become and remain authentic leaders. So, a research team was sent out to answer this question. As a result, researchers concluded that people life stories is what developed them into a great leader.

Charismatic leaders are able to inspire emotion and passion in their followers by being optimistic and enthusiastic. Without passionate and emotional employees, an organization will be crippled and unable to face

A charismatic leader is capable of empowering a crowd with the use of confidence and motivation.

Charismatic authority is implemented by the bosses’ ability to release a control he/she has, by allowing a part of the employee’s personal life enter their work life. The boss is ruling by personality, e.g. he sees a need for his employees and although it may seem like a time consumer, it’s been proven in his office to release tension and change the atmosphere by allowing them to bring in their pets (or in the Nestle building as a whole) and participate in wellness activities once a

Antonakis, J., Fenley, M., & Liechti, S. (2011). Can Charisma Be Taught? Tests of Two Interventions. Academy Of Management Learning & Education, 10(3), 374-396. Antonakis et al starts off research by posing a question. “Can leadership, and in particular charisma, be taught? The authors set out to prove in fact that training can training managers a specific set of charismatic leadership tactics not only improves their charisma, but their effectiveness as leaders. Charismatic leadership is defined as by Antonakis et al as being a sub element of transformational leadership. In the first study researchers assigned 34 middle managers from a Swiss company into two groups randomly. One group received training in charisma and the others received no training. The group receiving training were trained in principles on charismatic leadership. In the second study focused on 41 MBA students enrolled in a leadership course at a Swiss public university monitor charismatic leadership. The students were videotaped giving a 4 minute speech addressing problems within the company while also giving a plan of action to staff. After, speech was done, each participant received training in charismatic leadership and was asked to deliver the same speech 6 weeks later by videotape. Results reveal that improvement and effectiveness as a leader were made in both research groups. This study concluded that feedback is important to the growth and development of leaders and must be provided to

The charismatic model of leadership is seen as “Incorporating ideas from trait, style, and contingency approaches, the ‘New Leadership’ paradigm (dubbed as such by Bryman 1992) which originated in the early 1980s, gave primacy to the concept of charismatic leadership” (Callan, 2003, p. 2). Charismatic leadership is often identified with transformational leadership. A number of sub-categories of the charismatic model exist. The attribution theory, which describes six leader behaviors and traits that help make the leader seem charismatic to the followers is part of the charismatic model. These six traits and behaviors, according to (Conger & Kanungo, 1994), are:

Choi (2006) enumerates the three “core components” of charismatic leadership: envisioning, empathy, and empowerment and notes that these three are “evident in the [leader’s] interactions with followers” (p. 26). Another vital part of the charismatic leader’s “bag of tricks” is his or her ability to communicate. Inspirational speeches have a way of stirring followers and affixing the ideas of the leader in the minds of the followers. For example, few can forget Ronald Reagan’s stirring speech, “Mr. Gorbachev tear down this wall” or Martin Luther King’s inimitable “I have a dream.” Bryman (1992) contends that the ability to speak plays a large role in the formation of charisma (as cited in Tan & Wee, 2002). Research suggests that a charismatic leader projects “a powerful, confident, and dynamic presence” through his or her rhetoric and the way in which it is delivered (Tan & Wee, 2002, p. 318). The rhetorical ability of the charismatic leader is the method by which he or she is able to make the three core components effective.

Numerous of leaders especially in the church are considered charismatic. Before the 1980’s, charisma was not a major topic of discussion. The Charismatic approach is measured to reflect a particular kind of leader. They are usually strong self-confident individuals that portray competency. Their followers tend to mimic the goals and leadership style of the charismatic leader. They are gifted in articulating their ideas, “plans and goals to others while creating an ambiance that says, do as I do. They can articulate a compelling or captivating vision and can arouse strong emotions in followers. Despite the controversy about the originality of the charismatic leader, they are effective in the church, politics, and the business

Charisma theory is described as a “gift”, or a unique superiority of an individual character. This is set by an advantage of which the individual is set apart from the common man and treated as a gem with supremacies (Charismatic vs. Transformational, 2011). Whereas the transformational theory is defined as leaders who enthuse followers to use their own egocentricities to benefit the organization (Charismatic vs. Transformational, 2011). These leaders also possess a gift of having a great impact on their followers (Charismatic vs. Transformational, 2011). Theories are apprehended around the world and almost every aspect of life possesses a theory behind them, whether there is action or unfolding someone’s personality. There are two leadership theories that will be conveyed, Charismatic Leadership and Transformational Leadership. Behind each theory is a founder that explains these concepts, James MacGregor Burns the founder of Transformational leadership (Conger, n.d.) and Karl Emil Maximilian "Max" Weber the founder of Charismatic leadership ("Transformational," n.d.). Over the course of time, movies have been made, demonstrating these theories, for example an old classic “The Lion King” ("Leadership Movies," 2008). This movie coveys both MacGregor Burns and Karl Emil Maximilian "Max" Weber’s theories.

Nonetheless, in current literature, charismatic leadership has assumed a more benevolent approach to leadership. Instead of focusing on a strong moral conviction and the personality traits of the leader, the inclusion of transformational elements has added a behaviour element to the theory.

According to Choi (2006), reports that empowerment usually refers to delegating or sharing power with followers, but also to implement various managerial interventions that enable members to feel as sense of choice in initiating and regulating actions, and influencing strategy, administration, or operating outcomes at work. The concept is to influence individuals into believing ideas provided and suggested are their thoughts. I believe great leaders are experts at this idea (Choi, 2006, p. 338). Charismatic leaders who adequately represent the company activate social responsibility within their work environment. The research revealed a particular dynamic amongst charismatic leaders. The organizational structure is designed to have an individual with a charismatic leadership style in power. Within this culture, that position will create power and cohesion amongst the group. The author provides results from a motivational theory, research type. This outline depicts several aspects and characteristics of the key charismatic leader. The hypothesis supports the idea that a charismatic leader can organize and mobilize individual for the collective interest of the group. The leader has perceived a representation of the larger cooperation thus the different ideas and needs become the team 's needs. The study