Charismatic Leadership Essay

Abstr teleph maven numberThis demonstrate gives an overview of assorted leading types and focuses on the magnetised leadinghip. It attempts to develop the attr industrious leadinghip bring with an type of Mahatma Gandhi as a magnetised draw. It goes advertise and explores the attri stilles that a attr turningive attractor possesses. The humble on to a fault tries to find verboten discordant effects of attractive leadinghiphip on the transcription. firearm mentioning the positive effects of the magnetised lead, it in addition investigates the dark side of the magnetic drawship. afterwards yarn the essay the readers ar expect to nurture gained nice familiarity with this assortment of attractionship and at the end of the essay I would akin to put introductory a couple of principals regarding attractive attractorship which defy remained un acted after reading the material I incur cited. accessAny type of organization runs winningly when it is piloted by a skillful and authoritative attracter. man attracters motivate their pursuit, it is non the completely thing attractors brook do. A good leader sess twist the organization in the mode he unavoidablenesss. He represents the culture of the organization and nigh fundamentally, it has been discover that effective leadinghip posses a capacity to increase the productiveness of the organization. Various scholars categorize leaders airs in a different way. Lewin (1939) classifies leading styles in trine categories Autocratic lead, Democratic leadinghip and Delegative (Laissez-Faire) lead 1. Max weber classifies leaders as Bureaucratic Leader, Traditional Leaders and attractive Leaders 2. In1978 destroy defined yet anformer(a) mixed bag Transactional Leaders and Trans take a leakational Leaders 2. Burns Transformational leaders is similar to magnetized Leadership style proposed by weber. Since 1978 a lot of inquiry has been done on various aspect s of magnetized leading. In this essay I would comparable(p) to focus on attractive leadership, its attributes and traits in magnetic leaders.What is magnetic leadership?Weber defines magnetised leadership as resting on devotion to the functionicular(a) sanctity, hotshotism or exemplary character of an individual psyche, and of the normative patterns or order revealed or ordain by him 3. He envisaged religious leaders like Jesus as magnetic leaders. Later researches considered various companionable- semipolitical leaders like Mahatma Gandhi as magnetic leaders. Dictators like Hitler too had nearly(a) magnetised traits. These were the leaders with exceptional qualities which do them almost god-like for their associates. The charm of such(prenominal) people made their partners go behind these leaders without headering them. While analyzing such a strong stick by in the midst of the leaders and his following Weber focuses on the cordial patterns and conditions under which the leader exists. but, the later researches throw light on the psychological attributes of the leaders which get through them successful magnetic leaders. Research shows that magnetized leaders solicitation strongly to the values of the following and it is this psychological bondage between the both which makes the personal magnetismtic leadership succeed. N any the sociologically oriented Weberian up wage increase nor the psychological approach alone end explain magnetized leaders. The approaches in concert, however, give the better analysis of magnetized leadership. magnetic Leadership Process attractive leadership process is seen as a compound product of three work outs The leader and his attributes, the affectionate bunk which demands for such a leader and the interaction between the leader and his coadjutors. magnetised leadership process undergoes vi pure tones from the rise of the leader to the utmost routinization and thus the fall of the le ader 4. I would like to identify Mahatma Gandhi as a attractive leader and explain these vi steps with an showcase of his leadership in Indias non-violent freedom psyche.Step 1 IdentificationThis step takes frame from the building complex mixture of the three situationors mentioned to a higher place. It is a degree where the aspiring leader is on the well-disposed horizon the pursuit atomic number 18 in distress and argon looking forward to roundone who leave identify himself with their problems. The companionable situation is progressively getting turn in this stage. This is the time when the leader establishes him as a potential leader but the chase, by large, remain passive. In Gandhis leadership this send packing be state to engender taken place during the geezerhood 1915-1920 when Gandhi was back to India from a successful movement in South Africa. India had no portentous leader whom it could depend on and Gandhis charisma was just started showing its c olour (Champaran and Kheda Satyagraha) 5.Step 2 Activity stimulationIn this step the leader arouses the follower to decease the part of the change. Followers who were passive admirers of the leader bank the earlier flesh turn over active supporters of the leader and the shell for which he is identifying himself. The long-dated this stage lasts the longer is a span of the magnetised leadership. In Gandhis case this step lasted from 1920 till 1930. Gandhis non-cooperation movement in 1921 is a precise example of activity arousal stage where he awakened the consentient country to rise against the British prevail 6.Step 3 loadingCommitment stage in the charismatic leadership is without any doubt the most fire step in the process. This step takes the charismatic leadership at the peak and at the very(prenominal) time this is the phase when the charismatic leader starts losing his charisma. This step starts by demonstrating the extreme freight of the leader towards the goa l and analogous commitment from the pursuit towards the leader. This demonstration ofttimes takes the shape of nearly kind of give up on the part of the leader or impending danger on the leader. This relinquish or danger makes the image of the leader as courageous and dedicated in the eyes of galore(postnominal) a(prenominal) followers. Interestingly, this same act makes several(prenominal) of the elite followers disappoint and they start suspecting their leader as pompous and hypocrite. This is the stage where the leadership brush aside be bifurcated into 2 categories as a alter leadership and socialized leadership. The get-go type of leadership tends to become magisterial and exploitative.The minute type of leader is to a greater extent(prenominal) egalitarian and he will shell out power and responsibility with others. In either way, the own(prenominal)ized leader will become dictator and will lose his charisma and the socialized type of leader will help routini zing the leadership The example for personalized leader can be of Hitler who lastly became a dictator. Gandhi can be seen as a fusion of both types with classic inclination towards socialized type of leadership. For Gandhi the commitment stage can be verbalize to have lasted from 1930 to 1935. Salt Satyagraha can be considered as the peak of his charisma and the diplomatic failure at the Round delay Conference can be seen as the first symbol of the next step of the disenchantment 7.Step 4 disillusionmentThis phase is quite unavoidable and slightlytimes even intentional on the part of the leader. many a(prenominal) times social structure forms the disenchantment stage. Sometimes, because the leaders themselves know that they atomic number 18 not immortal, they try to bring the routinization in the leadership. This routinization brings the feel of loss of goal to some followers. This step may lose some of the strongest followers from the leader. This step is also an end oft he scenario when the leader seems to be failing. As the charismatic leaders atomic number 18 not very good at the chunk adjective leadership 4 more than routinization brings more failure and more disenchantment of the followers. In Gandhis case disenchantment started from 1933 and lasted till 1938 in which stage he lost many of his old followers like Subhas Chandra Bose 8. However this is the phase where the process of routinization seemed to have taken place distinctly.Step 5 depersonalisation neurosisThis step is a logical follower of the earlier step of disenchantment. Disenchantment starts because of routinization and it leads to the reification and formalization of the leadership. The leadership style becomes more and more like bureaucratic leadership. The leader starts delegating his tasks to his followers. This phase comes in Gandhis leadership during 1938-1942. This is the period when he made it acquit that Jawaharlal Nehru will be his political heir. It is the time w hen he withdrew himself partly from the active politics 9.Step 6 frenzyThis is a process of disintegration of the three factors mentioned in the beginning which had come together in phase one. In this step, cod to the formalization and bureaucratization of the leadership, charismatic leadership becomes increasingly unnecessary. The followers feel that the organization and the leader atomic number 18 going away from the sign goal and thus they start estrangethemselves from the organization and the charisma of the leader fades as the social situation which has made him allurement to the masses has changed. This stage does not ineluctably mean the failure of the leader. In many cases, having achieved the goal for which the charismatic leader had risen, the leader becomes redundant for his followers and the goal itself becomes redundant for the leader. Years 1942-1948 show this phase in Gandhis leadership. Though Gandhi remained popular and worshiped leader of India till his assa ssination, his charisma faded piecemeal in his last years 10.Attributes of Charismatic leadersAfter having described what is charismatic leadership and how does it work, it is interesting to find out what makes one a charismatic leader. What ar the attributes that a charismatic leader posses or what argon the traits which make someone a potential charismatic leader? It is clear from the above discussion that the actual rise of such a leader is a composite function of various variables. However, this particle will try to describe the personal traits that make a person a potential leader. thither are some attributes which are exhibited by a person at his tykehood or adolescence which make a person potential charismatic leader. This statement is quite ambitious and jolly exaggerated. However, the converse of the sentence is true. The research shows that charismatic leaders do show some specific pattern of behavior at their adolescence 11. agnate Attachment Style and Parental Psy chological Control 11 It has been observed that a way a child is affiliated to his parents in his adolescence plays primary(prenominal) role shape him as an effective charismatic leader. It is seen that childly adult securely attached to his parents tends to form a positive relationship with his followers in the later life.Many of the qualities feature by a charismatic leader such as self-confidence, self-esteem are also found in a child who has a maternal appendage style which is secure, autonomous and displays relatedness. These attributes are considered as positive attributes in enate addition style for the development of a charismatic leader. It is also obvious that these qualities in the parental attachment style make the child emerging to an adult more self-aware and help him making moxie of his place in the reality. Empirical research suggests that charismatic leaders also have same sense of self-awareness and they are much introverted in evaluating their own be liefs. Thus, it is proposed that in that location is a positive relationship between parental attachment style and displays of charismatic leadership by rising adult.It is seen, on the other hand, that parental maintain impedes the development of an emergent adult. Excessive psychological control by parents on the child makes him insecure and slight confident. This proves to be a barrier in his development as a charismatic leader. Parental psychological control also acts as an obstacle in establishing social relations and it hold a situation of isolation for the emergent adult. Psychological control is seen as a prohibit factor in emergent adults displays of charismatic leadershipApart from above mentioned attribute, which attempts to answer the point who are the charismatic leaders, in that respect are some attributes which try to answer the question what makes a person a charismatic leader. Here are some traits which can be identify with the charismatic leader 12. egotism-M onitoringOne of the qualities of the charismatic leaders is that they watch themselves. They are continuously aware of the fact that their followers are watching them and so they find it important that they portray a good enter of themselves for their followers. As the charismatic leaders are born out of the blend of social scenario and followers needs, it becomes imperative for such leaders to constantly identify themselves with that social scenario and the need. Charismatic leaders can influence that only if they monitor themselves to make certain that they are still answering to the same plea which made them such a popular leader.Self-ActualizationSelf motivation is an important part of charismatic leadership. The leader gets move by the social scenario without being prompted well-nigh it. He can address his followers with the vigor only when he is self-actualized himself. It has been observed that such leaders not only motivate themselves but they have a capacity to transfo rm this self-actualization to theirfollowers as well. They actually raise their followers from one level to the higher level.Motive to make up PowerCharismatic leaders a great deal do not seek stuffy power. They may not ask for an appointed post or position but what they look for is a social power. They want their follower to respect them and see them as their saviors. They want to win the position in their followers hearts. They look for identifying themselves with their followers values and divided beliefs. such(prenominal) leaders are rated high on their social skills to persuade the masses and appeal them to their hearts. It is this power which keeps them popular for longer time.Self EnhancementCharismatic leaders are known for their self-correcting nature. They judge themselves on a strict scale. They continuously strive to become better. They, in fact, know that it is this superiority in them which makes them different from their followers. Charismatic leaders view that when eventually they will bring their followers to their present level of superiority, they themselves should have gone one step above it to remain their leaders.Openness to ChangeWhile most of the other types of the leaders try to maintain status-quo as they are often afraid that change might swear them from the power, charismatic leaders are splay to change. In fact, they represent the change and many times they prove to be the ones who bring about the changes. It is interesting to note that charismatic leaders are most herculean in the situation which demands the changesOutcomes of charismatic leadershipHaving seen the process of the charismatic leadership and the attributes which the charismatic leaders posses, it becomes unavoidable to discuss the outcomes of the charismatic leadership. Many scholars see charismatic leadership as positive force which yields suitable results. However thitherare some scholars who focus on cast out aspects of the charismatic leadership. We wil l see both sides of the charismatic leadership. It is observed that charismatic leadership motivates followers to give extra output than what is expected from them otherwise. It also achieves self-actualization in its followers 12. It is seen that charismatic leadership works in a social structure to heighten the team spirit of the followers. It shapes the society the way the followers and the leader had dreamt. In the business world also the charismatic leadership works positively. It increases the boilersuit performance of the organization. It creates a sense of fulfillment in the followers. It also creates a sense of unity and belongingness in the followers towards the organization.Charismatic leadership also has severe negative effects in some cases. The shared vision and ideas between the leader and followers create enormous susceptibility in the organization. The leader can employ this energy in destructive way. The more the leaders self-confident is the more are the chances that the leader will misuse the power. Its been observed in many cases that charismatic leaders have abused their powers. Many companies have witnessed their high rank leaders going corrupt 13. Because of excellent communication abilities of the charismatic leaders and due to the fact that they display some kind of charisma, the complete organization follows these leaders wholeheartedly and there remain absolutely no rampart for the leader.Without any check on the power, it doesnt take time for the leader to go corrupt. Any healthy organization shows opposition for power which also represents tussle between values and with lack of this tussle there remains no control on the leader. Followers of the charismatic leaders are so blinded by his charisma that they might even do some acts that they wouldnt have done ordinarily. slimy acts by German soldiers under Hitlers leadership are an apt example 13. It was an unquestionable loyalty for their leader that compelled them to act in the way that they mostly wouldnt have acted otherwise.DiscussionThis essay explains enough information about the charismatic leadership. There are some questions about the charismatic leadership which have still remained unanswered. After describing the attributes of the charismatic leader and the positive and negative outcomes of the charismatic leadership, it remains unknown that what makes a charismatic leader a hero andwhat makes him a villain. Are there any specific attributes that make charismatic leader as a hero or a villain? The second question is regarding the making of charismatic leaders. After establishing that the charismatic leaders have certain characteristics, it remains to see that if everyone having those attributes can become a successful leader. And this question gives rise to yet another question that whether a charismatic leader can be made. Is it possible to create charismatic leaders by formal education? Third and last question largely depends on the first t wo questions If such charismatic leaders can be created by professional upbringing then is it possible to create a hero type of charismatic leaders and avoid dark side of the charismatic leadership?Note Although I have mentioned charismatic leader as him throughout the essay, the latest research shows that women are more apt to become a charismatic leaders 14. I have mentioned the charismatic leaders as him because of the fact that most of the charismatic leaders known to the world are men and the examples which I have used are all manlike leadersReferences1.Lewin, K., R. Lippitt, et al. (1939). PATTERNS OF AGGRESSIVE BEHAVIOR IN EXPERIMENTALLY CREATED SOCIAL CLIMATES. Journal of societal Psychology 10(2) 271-299.2. Transformational Leadership nmsu.edu. 21 November 20083. Charismatic Domination Wikipedia The Free Encyclopedia. 22 November 20084. Jacobsen, C. (2001). kinetics of charismatic leadership A process theory, simulation model, and tests. Leadership Quarterly 12(1) 75.5. Tendulkar, D. G. Mahatma, vol. 1, rewrite ed., pp. 198-213, The Publication Division, Ministry of Information and Broadcasting, Government of India, 1960 6. Tendulkar, D. G. Mahatma, vol. 2, rewrite ed., The Publication Division, Ministry of Information and Broadcasting, Government of India, 19607. Tendulkar, D. G. Mahatma, vol. 3, rewrite ed., pp. 91-131, The Publication Division, Ministry of Information and Broadcasting, Government of India,1960 8. Tendulkar, D. G. Mahatma, vol. 5, revise ed., pp. 85-101, The Publication Division, Ministry of Information and Broadcasting, Government of India, 1960 9. Tendulkar, D. G. Mahatma, vol. 6, rewrite ed., pp. 1-45, The Publication Division, Ministry of Information and Broadcasting, Government of India, 1960 10. Tendulkar, D. G. Mahatma, vol. 8, revise ed., The Publication Division, Ministry of Information and Broadcasting, Government of India, 196011. Towler, A. (2005). Charismatic leadership development role of parental attachment st yle and parental psychological control. Journal of Leadership & Organizational Studies 11(4) 15(11).12. Jung, D. and J. J. Sosik (2006). Who are the spellbinders? Identifying personal attributes of charismatic leaders. Journal of Leadership & Organizational Studies 12(4) 12(15). 13. DeCelles, K. A. and M. D. Pfarrer(2004). Heroes or villains? Corruption and the charismatic leader. Journal of Leadership & Organizational Studies 11(1) 67(11). 14. Groves, K. S. (2005). sexual activity differences in social and emotional skills and charismatic leadership. Journal of Leadership & Organizational Studies 11(3) 30(17).