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Structure of this Website Lecture 4 : The magic of leadership: Charisma and its redress The learning objective is to become more aware of the workings of what is called charismatic leadership, with particular attention to recent reappraisals of its shortcomings (its ‘redress’). The ancient concept of charisma fitted into the early maps of the born (heroic) leader. New leadership maps of the 1980s tried turn charisma into a leadership concept for more rational times as transformational leadership. This contrasts with transactional leadership, (more easily associated with managerial functions). The most influential map of this, by Bass and co-workers suggests that in the ‘full range’ of transactional styles’ some people are essentially transactional; others are transformational, having acquired additional skills. Transformation maps imply leadership development is possible at all organizational levels, and Bass argues that the skills can be develop through training as well as experience. More recently, the dangers of trusting a charismatic leader is seen as a dilemma for followers and others. The dark-side of charisma stands revealed as associated with the narcissistic person, and less self-serving leaders have been identified as organisationally more effective. Box 4.1 sets an exercise comparing charismatic and non-charismatic leaders who are perceived as successful and unsuccessful. |  |
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