Charismatic Self Leadership

Charismatic Leadership and Self-leadership
Introduction
The authors start with presenting the relations between employee and organization and suggest that to use empowerment strategy for organization to encourage employee commitment and do change. Thus, the authors propose that increasing the number of organization leaders and higher levels of organization commitment become essential topics in changing organizational management. The author proposes that in time instability in the organization, organization in need a new leadership style, and the charismatic leadership, defined as the transformation effects charismatic leaders have on followers, is accepted generally in organization as the influence of change and innovation. The author proposes …show more content…
Likewise, the notion of “being true to one’s word when dealing with others” shows itself from the perspective of behavioral integrity. The authors position behavioral integrity and authentic leadership within the general frame work of positive organizational behavior. The authors propose that authentic leadership and behavioral integrity predict comparable determination of follower behavior through similar process theory. The authors suggest that authentic leadership and behavioral integrity manifests how leader with honesty and recognition drive follower affective organizational commitment, performance, organizational citizenship …show more content…
The authors propose three elements balancing processing, relational transparency, and internalized moral perspective. The authentic functioning is defined as the unobstructed operation of one’s true, or core, self in one’s daily enterprise. The authors highlight the importance to notice the perspective of authentic function, authentic leadership, means behavior that make one authentic, regarding authentic leadership, which are visible to followers. Leader behavioral integrity is defined as the perceived pattern of alignment between the leader’s words and deeds. The authors propose an argument about the several causes drive behavioral integrity. The authors suggest a way to determine this, which is simply saying a word and act to it. Then the authors further argue that actual alignment to be influenced by the degree where the leader is alert of personal values. The authors propose that when managers do not conceal their values, this failure in not communicate their values may result in incongruent perception between what they do and