Charismatic Leadership Assignment

Charismatic Leadership Assignment Words: 2415

Participative leadership is focusing on involving other individuals within the management decision and other management staff or employees thin the department. Situational leaders are depending on the relationship with the situational leader and the subordinate can depend highly on the outcome. Transactional leader is more rigid, likes structure, will reward subordinates for doing well in addition to punishing a subordinate for non compliance. One of the most difficult leader’s to work for may be considered as the micromanage.

Last is the micro manager has a microscopic lens visualizing every detail of your every motion throughout your daily routine, from the time you enter into the building, to how many tissues you used when your nose was running. The charismatic term is derived from charisma in Greek, which means gift. Charismatic leaders throughout time have been passed over. Some of the reasons supporting this theory are, “First researchers have shied away from studying charismatic leadership because of its elusive nature and the mystical connotation of the term.

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Second, without a systematic conceptual framework, researchers often have found it difficult to define and operational charisma and to identify the variables that influence its development (Willing, 1984). Third, it is difficult to obtain access to charismatic business leaders”(Nielsen & Minor, 009, p. 316). Charismatic leaders and transformational leaders have the most in common in comparison to the other management styles. Transformational leaders are very passionate about there style of management and maintain a high level of energy.

The transformational leaders approach to management is to give the subordinate an overall view of what it is they would like them to undertake and to have the subordinate fully believe the ideas and thoughts of the transformational Leader. ‘Transformational leaders employ a visionary and a creative style of leadership that inspires employees to make independent sections and develop in their work” (Nielsen & Minor, 2009, p. 316). The transformational leader may not always have the entire mapping of the focus, however the entire outcome will be known.

Acknowledging the fact that the mapping of the outcome is not fully clear, the transformational leader must accept the fact that there shall be pit falls and set backs throughout the process and be prepared to over come those obstacles. “It is possible that through intellectual stimulation leaders encourage followers to make there own decisions and be creative and innovative in there work and as such they may feel more Halloween and thereby also more aroused” (Nielsen & Minor, 2009, p. 316).

The key focus of a transformational leader is not only making changes within the company’s outlook but additionally to make the subordinate feel like a positive change can take place within them as well. Throughout these traits are what describes the similarities between a transformational leader and a charismatic leader, both boosting an employee’s moral and self-esteem enabling them to inevitably perform on a higher level for any existing organization. The next comparison to a charismatic leader is participative leadership.

A participative deader aims towards getting everyone involved, co-workers, management, sub ordinates, it is all at the managers discretion as to whom they would like to have involved and to what degree. ” Participative employees meet with employees and together they discuss issues and make decisions”. (Chem. & Outsold, 2006, p. 1729). The subject that is in need of a decision will be the key aspect of how the Participative Leader decides if it is something that can be discussed as a group or simply based on the mangers decision.

Discussions resulting in various opinions on the same topic have shown helpful in the decision making process, however hose same traits have shown symptoms of being “problematic” (Chem. & Outsold, 2006, p. 1730). China for example has experienced these similar issues and has found a way to over come them, typically avoiding face to face confrontation in addition to learning how to diffuse a situation before it begins (Chem. & Outsold, 2006, p. 1730). This style of leadership can also be an issue when a leader does not follow through on the requests that were agreed upon with subordinates.

Leaving the window of opportunity for future conflict and lack of trust towards the participative leader. Despite the negative attributes of the participative leader the strong attributes, show a slight comparison to the charismatic leader by boosting team moral if the participative leader honors his end of the bargain. Another style of leadership that is compared to charismatic leadership would be the situational leadership. The situational leader as previously mentioned is a situational based structure. (a) Leaders and subordinates influence each others’ perceptions, attitudes, and behaviors; (b) leaders adopt different behavioral styles towards different subordinates; and (c) the factor most strongly associated with a leader’s actions toward a subordinate is the performance of that subordinate”. (James & White, 1983, p. 811). The recent research has attributed to the belief that subordinate performances significantly sways a leader’s decision towards day-to-day situations that may occur (James & White, 1983, p. 811). These studies typically view leaders’ attributions of subordinate performance?leader behavior relation, and attempt to identify the “naive” casual theories, including attribution errors, that leaders use both to explain a subordinates’ performance and to decide upon a response to that performance Green and Laden, 1980; Green and Mitchell, 1979; Goats and Kips, 1970; Elgin and Knowles, 1980; Elgin, Mitchell, and Frederickson, 1981; Kips, 1976; Knowles and Mitchell, 1980; McMullen, 1978; Mitchell and Kale, 1981; Mitchell and Wood, 1980; Rosen and Jeered, 1974)” (James & White, 1983, p. 11). Situational Leaders tend to believe an employees work performance is highly determined by the overall emotional being of the individual. If the employee is in a great mood they will perform great if the employee is in a slump then the workload would also express that disposition (James & White, 1983, p. 811). Leaders also tend to employ more extreme controlling and punitive behaviors if the poor performance is attributed to lack of effort rather than to lack of ability”Names & White, 1983, p. 811).

Depending on the individual this can either help a subordinate straighten up there act or possibly make them feel that the situational leader has no level of understanding for certain circumstances and situations. This can be a negative weight that can affect a subordinate over all performance. In addition to if the subordinate is part of a team, this can affect the team’s performance as well. Considering the definition it is Lear that this is not too similar to the description of a Charismatic Leader. The fourth comparison to a Charismatic Leader is Transactional Leadership. Current research and theory on leadership strongly emphasizes charismatic or transformational models of leadership as opposed to what Burns (1978) and Bias (1985) have called transactional models of leadership. Transactional leaders aim to maintain the status quo by rewarding subordinates’ efforts and commitment” (dough, detonator, Conman, 2005, p. 843). This differs from charismatic leadership particularly because charismatic leaders try to show the efforts of work with a meaning and purpose that will motivate the particular individual to more efficient response times throughout the work process.

Transactional leadership maintains the focus towards stabilizing employees with routine and a great deal of organization. Which diminishes the thought of a great deal of variety for the subordinate. Transactional leaders are predisposed to engage less approach, he or she tends not to encounter circumstances that are over whelming. (dough et al. P. 843). Transactional leaders style is observing the subordinate to manager relationship and keeping the “status quo” (dough t al. P. 844). “Transactional leaders engage in a mutual dependence with their followers, in which the contributions of both sides are acknowledged and rewarded”. dough et al. P. 844). With that aspect of management it is easy to see that it can be beneficial within a work setting particularly when you have individuals that need to have self gratification and acknowledgment, which can be a boost in moral, but the down fall is what if that individual does not receive some sort of monetary gift or acknowledgment? Will he or she still perform to the height of their capability? Or get discouraged and allow work performance to be significantly affected. Another style of leadership is called the servant leader.

The servant leader is under the impression that they must work for the employees in comparison to the employees working for them. A servant leader is more concerned with providing all the tools that can make a subordinate more efficient within the work place and additionally be highly beneficial to the team as well as the company. ” The concept of servant leadership has frequently been closely tied to religious theology’. (Sunday, Sartor, Cantors, 2008, p. 406). As an example the tutor states “Hose’s Journey to the East is rich in ancient eastern religious tradition, primarily Hindu”. Sunday et al. P. 406). Despite the theory that a servant leader is empowered on a spiritual sense of higher being, it is not always deemed from a spiritual background. ” Servant leaders portray a resolute conviction and strong character by taking on not only the role of a servant, but also the nature of a servant, which is demonstrated by their total commitment to serve other people. Arrows, 1997)” (Sunday et al. P. 407). The servant leader has very little in common with the charismatic adhering style and approach but obviously maintain the same focal point, which is to get the work done.

The final leadership style that is being compared to charismatic leadership is the micro manager. The micro manager and charismatic leadership have only one thing in common and that is the overall objective and completion of activities. The micro manager can be considered one of the worst managers to have to report to. The micro managers style of approach is to keep the subordinate under a microscopic view at every given moment of the day, making the employee feel totally incapable of doing anything thou someone else dictating to them what needs to be done, how it needs to be done and when it needs to be done.

Several reasons can cause a micro manager to micromanage. The subordinate could be the type of individual to take advantage of situations, for example taking extended lunch breaks, an additional 30 minutes later than the required half an hour or hour, which ever is permitted. Coming in late to work on a consistent basis, despite the managers warning of the arrival times. Not completing assignments on expected due dates on numerous occasions, or possibly even insubordination. It could be a number of situations that can supply a manager with justification to tighten up with an employee.

Once the situation has escalated to this point the manager no longer trusts the employee to be capable of honoring his or her word and obligations. At this point in time is when the manager feels the need to monitor every single detail of that particular employee’s daily routine, which can be quite frustrating for both the manager and the employee. Now the manager has to take out extra time out of his or her managerial duties to monitor a subordinates day- o-day routine and the employee no longer feels as an independent individual but now the pressure of being under constant surveillance.

What about on the opposite end? What about the employee that comes to work early everyday, stays late, doesn’t take lunch, works through it, always completes assignments on time and is not insubordinate but simply cannot get a break because the manager is just always on there case, the employee can not even respond to an email sent requesting information from the employee without the manager chiming in and making the response prior to the employee whom is the original sapient. Imagine working within a department and everyone else can see how hard of a worker you are but the micro manager says you need to work harder.

Or constantly in your office or cubicle looking over your shoulder to tell you every detail, down to the way you should save a file, knowing there is more than one way. The micro manager can bring a good employee to the point of quitting a job just for the piece of mind and lack of the day-to-day stress of being scrutinized on a daily basis without warrant. Executive Summary Charismatic leadership as well as the various management styles have been the instant source of research and surveys. These are highly important factors that affect company’s across the world.

There have been several studies that are aimed toward improving management styles and what style is more beneficial in comparison to the other. This particular research has examined seven of the various styles of management. The focus of this research was on the comparison of charismatic leadership and how it would show more beneficial for employee and company growth. The research was done primarily reviewing scholarly articles and the results that were collected through some of the surveys.

Key points from the case study include: the impact of charismatic leadership within an organization the impact of micromanagement leadership style within an organization the comparison of a charismatic and micromanagement leadership styles The impact of charismatic leadership within an organization This research discusses how a charismatic leader tends to use charm and personality to persuade employees to see things the way the charismatic leader is describing as a big picture overview and how beneficial it could be for the employee as well as the company.

The charismatic leader works towards making n employee feel confident in there work ethic and that what it is that the charismatic leader is guiding the employee to achieve will without any question work. This management style is evident that it will boost morale and give an employee more self awareness and ability to function as an independent.

The impact of a micro manager The research describes a micro manager as someone who will if possible diminish someone spirit, control there every move, whether it is as miniscule as to how many times the employee is visit the rest room to being able to respond to there own email requests from other employees. Micro managers main focus mint it to control, control, control allowing the employee no room for thought input or insight of any sort in there day to day activities. Inevitably handicapping the individual which can make them solely dependent on the manager for everything.

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