Chapter 3: Charismatic And Transformational Leadership | Assignment Help
Charismatic leadership:
St. Paul used the word charisma to define the divine presence that is evident in forms like prophecy and curing. Then in the last decade of the nineteenth-century, it was used by Rudolf Sohm that encouraged people to transform in charismatic Catholics from Christianity. Max Weber, a German sociologist used charismatics in his theory of power and validity in the early 20th century. His theory had three terms; first was traditional that he connected with the system of empires. The second term he used was bureaucratic which was connected to politics and democracy, the last was charismatic through which he explained that the world needed extraordinary and revolutionary leaders in times of emergency. Weber believed that this type of leader can entice the support of the society, consequently, he also believed that the support of these leaders needed a chain of miracles which was impossible. He also added that it is unlikely that there can be a stable rule although he discussed how to sustain this leadership which was in the form of a clan or institutional charismatics (Eatwell, 2006).
These types of leaders emphasize more on the future and their objectives that are normally visionary that stresses the various positive results that will happen if their aims are accomplished (Mumford, 2006). Charismatic leaders are visionary and always pinpoint the positive characteristics of long term goals (Conger & Kanungo, 1987 as cited in Griffith, Connelley, Theil & Johnson, 2015) whereas presently conveying appropriate characteristics of the current events (Strange & Mumford, 2002). Mumford (2006) also explained the charismatic traits of a leader, however, according to him this type of leadership emphasizes more on the understanding of the leader that focuses on the relations between the leaders and their supporters or the positive impacts of a charismatic leader (as cited in Griffith et al. 2015).
There are many attributes of a charismatic leader but the main trait that makes them successful is their capability to attract the workers and draw the devotion of the workers towards them. This type of leader can attract and persuade supporters through their exceptional communication skills. The leader motivates his supporters through vision-based goals that may impress the supporters and see these goals as the main objective and encourage others to follow this leader. Many researchers report that supporters adopt these goals promoted by the leader due to the emotional attachment with the leader (e.g. House, Spangler, & Woycke, 1991; Howell, 1988). Consequently, only a positive side of the charismatic leadership has been discussed and not the negative side (as cited in Samani & Singh, 2013)
Narcissism is one of the consequences of the charismatic leader. According to Strange & Mumford (2002), they listed the behaviors of a charismatic leader that included narcissism; this type of leader is an attention seeker and wants to have control over others. In their research, they investigated narcissism as a variable and found out that along with visionary traits the leader becomes influential and wants to dominate the intrapersonal outcomes. This, in turn, will result in the dehumanizing of the colleagues and an increase in the selfishness of the leader.
A charismatic leader, in my opinion, can influence a lot of people for their cause and can have many loyal supporters that will follow them anywhere they lead them to. Charismatic leadership can come in handy in organizational setup but if the leader has the attribute of narcissism in them then they work for their selves and not for the betterment of their employees. Many researchers as mentioned above haven’t discussed thoroughly the negative impacts of the charismatic leader however, few of them have discussed it like Stranger & Mumford (2002). Leaders need to adapt this psychological theory if he wants to benefit the firm or his country in the future if the leader is a visionary.
Chapter 10: MOTIVATION AND COACHING SKILLS
Self Determination Theory:
Self Determination Theory (SDT) was introduced by Deci and Ryan (1985) which is viewed as one of the most comprehensive and best-authorized guidelines for individuals’ desires to discover supporters’ desires. This theory classifies three psychological wants that are autonomy, competence, and relatedness (Ryan and Deci, 2000). Autonomy is regarding the experience of decision making, competence is the idea that an individual can have an impact on a significant result and relatedness is the notion of helping intrapersonal relationships. When all three of these wants are achieved only then the workers are satisfied. For the workers to perform efficiently well, the leader should know the strengths and weaknesses of the employee so it is easy for the employer to motivate in the workplace. This will help the employer to use techniques that will motivate the employee. Moreover, work motivation can be described as the worker’s readiness to use advanced level of passion, vigour, and efforts to fulfil a person’s future goal that will result in extraordinary work behaviour (as cited in Zhang, 2014).
Self-determination theory focuses on self-motivation, there are two kinds of motivation; intrinsic and extrinsic. The former defines the steps taken by a person because of self-interest or their satisfaction whereas the latter describes the actions taken by the people due to external pressures (Solansky, 2014).
Ambition helps a person to choose their work behavior. The people normally adapt intrinsic or extrinsic motivation. The pioneers of SDT described association, creativity and personal growth as some examples of intrinsic aspirations whereas money, status, and charisma as some examples of extrinsic aspirations. Ambitions guide us throughout our life however, they are learned needs and are not basic human desires as autonomy, competence, and relatedness (Ackerman, 2019).
The self-determination theory can help me to stop self-doubting myself and start to embrace the qualities that I have in my organizational workplace. As I am a person with anxiety issues so in understanding this psychological theory, I might find the innate basic needs and mould myself according to them. Through these needs, I can figure out whether I am an intrinsic or an extrinsic person. Many of the employees need guidance in this as they do not come out of their shell and do not realize that by self-motivation they can excel in their career and can be closer to their future goals. Researchers should investigate and write that how an employee can get past the hurdles that they face in everyday life in their workplace.
Chapter 11: CREATIVITY, INNOVATION AND LEADERSHIP:
The word creativity is defined as an intrapersonal and mental process charged through conscious or unconscious intuition which produces new ideas, notions and a connection (Serrat, 2017). Creativity embellishes in a workplace where new ideas are encouraged, these type of workplaces forms an environment that motivates its workers and sustains innovation. Those large firms that are unable to maintain creativity are because of their strict rules. The duty of the management in this process is to manage for creativity as it doesn’t happen overnight in an individual’s head but it is formed while interacting with an intrapersonal setting where it might be organized. For a firm to operate in an extrinsic environment, an interactive model for creativity should entail workplace setting, organizational understanding, strong inter and intra-firms’ association, different creative traits of the employees and teams who function in it (Serrat, 2017). There are few theories of creativity in organizational setup, two of them are explained below:
- Componential Theory of Organizational Creativity and Innovation:
This is the main theory for an organizational setup in which organizational environments influence creativity by working on elements that play a part in creativity that will form workplace innovation. Three main elements contribute to creativity: proficiency, creative ideas, and internal motivation. Likewise, the major features that impact workers’ creativity are the firm’s encouragement to be innovative, funds, and administrative tasks (Amabile, 1997; Amabile & Conti, 1999 as cited in Anderson, Potocnik & Zhou, 2014).
- Interactionist Perspective of Organizational Creativity:
This theory emphasizes that creativity is an intricate communication between the people and their task circumstances at many levels of a firm. At the personal level, a person’s creativity is an outcome of ancestral circumstances (e.g. genetic variables), mental capability (e.g. thought process), character (e.g. self-confidence), appropriate skills, motivation, intrapersonal impacts (e.g. awards) and circumstantial impacts (external environment). Concerning the team level, creativity is an outcome of a person’s creative actions, the communication between the teammates, team traits, group procedures, and circumstantial impacts.
Source: (Anderson, Potocnik & Zhou, 2014)
The creative procedure is a process with a distinct level and actions. Producing new ideas and concepts is integral but is a small portion of the procedure. The entire procedure entails intellectual people and cooperative activities. The distinct levels can specify that in nontraditional firms every person is assigned with separate responsibilities and skills are included. Another option is that employees are involved in several creative procedures that are at every level as well as many projects that involve workers to be logical as well as communicative. The distinct creative procedure requires diverse activities for all the workplaces, some might motivate the employees and some might create a creative environment for their employees. Creative tasks are completed in circles, there may be times where there is a working pressure on the employees to get the results as soon as possible whereas often the work pressure might be slow. Creativity involves massive attentiveness and flexibility in individuals so that they can perform some personal tasks of their own (Florida, 2002 as cited in Martens, 2008).
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