Global Mindset and Cross-Cultural Behavior by Wim den Dekker

Author:Wim den Dekker
Language: eng
Format: epub
Publisher: Palgrave Macmillan UK, London

5.2 Transformational Leadership

5.2.1 Charismatic Leadership

The term charisma is a Greek word that means divinely inspired gift and was originally used in a theological context. Weber (1947) applied the concept of charisma to leadership in organizations to describe leaders with extraordinary gifts who inspire followers with a radical vision in times of crisis. In the past decades, newer, more pragmatic versions of charismatic leadership theories have been developed based on the assumption that charisma is a leader’s key attribute rather than formal authority. According to Conger and Kanungo (1987), charismatic leadership involves characteristics of the leader, the followers and the situation. The characteristics of charismatic leaders are as follows. They (1) have self-confidence, that is, leaders believe in their judgment and are confident, (2) are able to develop a vision on a better future, (3) formulate and communicate their appealing vision to followers, (4) are strongly committed to their vision and are willing to take personal risks to achieve their vision, (5) demonstrate behavior that is perceived as unconventional, (6) are perceived as change agents rather than care takers, (7) are sensitive to their environment and make realistic assessments about what is needed to realize change. In other words, charismatic leaders formulate an appealing vision that differs from the status quo, based on their broad strategic outlook (mindset). Their vision contains a meaningful message to followers and relates to urgent events in the current corporate situation. For example, they have revolutionary ideas about new markets, products, or organization processes when the company is facing declining profits. They are strongly convinced about their vision, are confident in their appearance, they display unconventional behavior, and make self-sacrifices and take personal risks such as losing status, money, the leadership position or employment in realizing the desired future. Although charismatic leaders have a strong self-confidence, they remain sensitive to the needs and values of followers and are shrewd in timing their communications and actions.

Followers may perceive a leader to be charismatic when they believe in that leader. The leader influences followers by making persuasive appeals rather than using his or her hierarchical position. Followers have a personal identification with the leader, emulate the leader, have a desire for his or her approval and try not to disappoint him or her. They are prepared to work harder, to transcend their self-interest, and to internalize new attitudes if the leader has an appealing vision to achieve the strategy. This vision must be realistic, achievable, and not too radical. Hence, the leader’s vision must reflect followers’ values and must meet their expectations continuously to keep them committed. The leader must also be driven by their concerns rather than motivated by his or her self-interest. The vision must also lead to tangible successes to ensure followers are continuously confirmed by their leader’s vision and impressed by the leader’s exceptionalskills. When the leader is perceived as charismatic by followers, they will attach extraordinary qualities to him or her, resulting in feelings of loyalty and trust.

The organizational situation also impacts charismatic leadership because charismatic leaders are more likely to emerge when there is a social crisis.

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