Charismatic Leadership

1245 Words 5 Pages
o o The concept of charismatic leader is not the popular version of the great speech makers. The scholars and researchers on charismatic leadership have identified this type of leadership as observable, definable and having clear behavioral characteristics. The first component of charismatic leadership is envisioning which involves the creation of a picture of the future. The second component is energizing; here the role of leader is direct generation of energy among members of the organization. The third component of charismatic leadership is enabling; here the leader psychologically help people to perform in the face of challenging goals. o There are number of inherent limitations to the effectiveness of charismatic leaders. Some of the …show more content…
In fact, these are new realities, as one person cannot effectively control a large and multifaceted corporate enterprise. o In the new challenging environment, unresponsive leadership runs the risk of failure; whereas the right kind of leadership can make huge difference. Additionally, the evolution of corporate leadership, also being influenced by changes in the society. In fact, society has become less rigid and more democratic and people challenge the status quo to an extraordinary degree. The employees are far less inclined to accept corporate bureaucracy and authoritarian management than before. o Changes in the political landscape and new relationships between the first world and third world are redefining the marketplace, the means of production, and the location of human, financial, and technical resources. The environment is making unprecedented demands on organizational leaders who have the task and responsibility of determining both the functioning and future of their organization. The assumptions that guided organizations could control their own destination and operate in relatively stable and predictable environment are now challenged in today’s …show more content…
In fact, the leaders of the organization must have a clear vision of the desired end-state of the entire system and its various dimensions like its business, organization and way of working. o In today’s environment, the multi-billion dollar financial organizations have been found losing market shares due to aggressive marketing strategy and practices of competitors, customer resistance to changing buying habits, lack of organizational capacity to respond quickly to changes in the business environment, and inconsistency in management philosophy and practices among top managers. o The first step in the process of mounting fundamental change is an adequate diagnosis which involves an analysis of the present reality including the demands of the environment and the organization’s capacity to respond to these demands and the development of a clear vision of the changed state after the change effort has taken place. In fact, the diagnostic approach is better than an action approach in managing fundamental change.
• The Leadership

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