Charismatic and Transformational Leadership, Team Leadership and Management 1 Dickson Osanu, [email protected] # A00555949 PhD in Management MGMT 8410 07/04/2016 David Cavazos, [email protected] Introduction The concept of leadership has evolved over the years with followers demanding greater participatory roles both in countries and organizations. Due to differences in personalities and leadership effectiveness, there has been a long debate by scholars on whether leaders are born or made. Perhaps, the most inspirational and memorable leaders are those that are charismatic and transformational like Martin Luther King Jnr in civil rights, Bill Clinton in politics and Steve Jobs in business. This paper reviews transformational leadership and how charisma, personality profiles and culture plays a role. Whether a leader is perceived to be transformational or transactional, they need to fully understand those they lead and how their traits can affect this relationship. Trust is a key behavior that leaders must have in order to inspire loyalty and commitment from teams. By establishing shared and mutual interests, leaders can develop closely bonded teams and exceed set objectives. Discussion In a mixed study research carried out in a large government agency in the United States, Hassan & Glenn (2016) discovered that managers use delegation when they tag employees as likely to perform, while consultation happens when they see their employees put a lot of effort into trying to learn. Delegation brings more empowerment and when employees have previously performed well, supervisors tend to delegate (Bauer and Green, 1996) and delegation also occurs when managers see their employees as having the know-how the job requires (Yukl and Fu, 1999). Consultation is often the choice when managers do not have sufficient information and find the task complex, and also when the job at hand needs the involvement of the manager to meet accountability need demanded (Hassan& Glenn, 2016). It takes confident leaders interested in building their team to effectively train and develop their team members, and then delegate responsibilities to them based on their competences. When a follower has a purpose guiding him to work it brings about work power balance, even when he feels his leader has professed motives (Gebertm, Heinitzm and Buengeler, 2015). A leader can easily make his followers become effective at work only when his followers already have zeal to work (Gebertm, Heinitzm and Buengeler, 2015). A follower can be committed to his leader when he feels they both have mutual values(affective commitment) and also when he feels he is morally obligated to commit (normative commitment) ((Gebertm, Heinitzm and Buengeler, 2015). Leaders-subordinate relationship is important in determining how effective the team works together and whether they are truly aligned with shared goals or it is simply a relationship of convenience. Lorinkova and Perry (2 ...

1. Charismatic and Transformational Leadership, Team Leadership
and Management 1
Dickson Osanu, [email protected]
# A00555949
PhD in Management
MGMT 8410
07/04/2016
David Cavazos, [email protected]
Introduction
The concept of leadership has evolved over the years with
followers demanding greater participatory roles both in
countries and organizations. Due to differences in personalities
and leadership effectiveness, there has been a long debate by
scholars on whether leaders are born or made. Perhaps, the most
inspirational and memorable leaders are those that are
charismatic and transformational like Martin Luther King Jnr in
civil rights, Bill Clinton in politics and Steve Jobs in business.
This paper reviews transformational leadership and how

2. charisma, personality profiles and culture plays a role. Whether
a leader is perceived to be transformational or transactional,
they need to fully understand those they lead and how their
traits can affect this relationship. Trust is a key behavior that
leaders must have in order to inspire loyalty and commitment
from teams. By establishing shared and mutual interests, leaders
can develop closely bonded teams and exceed set objectives.
Discussion
In a mixed study research carried out in a large
government agency in the United States, Hassan & Glenn (2016)
discovered that managers use delegation when they tag
employees as likely to perform, while consultation happens
when they see their employees put a lot of effort into trying to
learn. Delegation brings more empowerment and when
employees have previously performed well, supervisors tend to
delegate (Bauer and Green, 1996) and delegation also occurs
when managers see their employees as having the know-how the
job requires (Yukl and Fu, 1999). Consultation is often the
choice when managers do not have sufficient information and
find the task complex, and also when the job at hand needs the
involvement of the manager to meet accountability need
demanded (Hassan& Glenn, 2016). It takes confident leaders
interested in building their team to effectively train and develop
their team members, and then delegate responsibilities to them
based on their competences. When a follower has a purpose
guiding him to work it brings about work power balance, even
when he feels his leader has professed motives (Gebertm,
Heinitzm and Buengeler, 2015). A leader can easily make his
followers become effective at work only when his followers
already have zeal to work (Gebertm, Heinitzm and Buengeler,
2015). A follower can be committed to his leader when he feels
they both have mutual values(affective commitment) and also
when he feels he is morally obligated to commit (normative
commitment) ((Gebertm, Heinitzm and Buengeler, 2015).
Leaders-subordinate relationship is important in determining
how effective the team works together and whether they are

3. truly aligned with shared goals or it is simply a relationship of
convenience. Lorinkova and Perry (2014) conducted a research
on how psychological empowerment, distrust as a result of
virtue, and ineffective use of time are affected by the
relationship between leader-subordinate and a leader- leader.
The integrity of a leader was found to be a major influencer in
this relationship as findings showed a displayed sense of
distrust based on the feeling that integrity is not up-held by the
organization. (Lorinkova and Perry, 2014). Leaders improve
relationships with those under them by granting benefits like
reasonable treatment, backing and independence and the
engagement of employees is improved when they know their
leaders believe in them and is willing to defend their interest.
Employees tend to decrease bad behaviors in relation to benefits
received from the leader. According to Lorinkova and Perry
(2014), the result of poor leader-subordinate relationship is that
time theft may occur as subordinates use office hours for
personal activities such as seeking employment in another
organization.
Transformational leaders differ from other leaders by not only
their vision but the charisma they possess. Judge& Bono (2000)
studied the relationship between transformational leadership
and the five-factor model of personality. The models include
openness, neuroticism, agreeableness, extraversion, and
experience. 14 samples of leaders from 200 organizations
showed that transformational leadership is positively predicted
by extraversion and agreeableness, and while openness to
experience correlates positively, conscientiousness and
neuroticism do not relate with transformational leadership
(Judge& Bono, 2000). Quantitative methodology was also in
use. Findings also showed that charisma is the first component
of transformational leadership and it and other facets are
influenced by traits. Transformational leadership leads to better
organizational outcomes and more effective management as well
as employee job satisfaction (Judge and Bono, 2000).
Some cultures encourage transactional relationship between

4. leaders and subordinate where it is perceived that seeking a
participatory role by followers is a sign of disrespect or
immodesty. Also, transformational leaders may be discouraged
from emerging out of the fear that they may disrupt existing
cultures. Some of this cultural barriers affect leader-follower
relationship and may be age, gender or race biased. Also, high
ethical standards from leaders are very important to sustain
respect and loyalty from followers. Managers viewed as ethical
provide with their behavior a calm, secure and confident
working environment for their subordinates. (Khodarahmi&
Aghahoseini, 2014). Ethical leadership comprises of integrity,
moral character etc. and requires a devotion to virtue and
righteousness at all times. With the eyes of staff on their
managers, devotion to ethical principles and values set an
example for staff to follow and thus leads to psychological
empowerment (Khodarahmi& Aghahoseini, 2014). When there
is fairness and justice in the organization, a sense of security is
established. Also when there is equality, shared power will not
be abused (Khodarahmi& Aghahoseini, 2014). When leaders are
ethical, they present the idea that shared objectives are more
important than their self- interests and should be the major
focus at all times. Even if not deliberate, ethical Leaders
practice transformational leadership as they encourage/set an
example for their followers to align with the way they see
things done the wrong way (Khodarahmi& Aghahoseini, 2014).
Conclusion
Delegation leads to better employee empowerment and should
be desired. Employee competence and trustworthiness greatly
influence the managers to opt for delegation, hence more focus
by organizations to develop the competence level of the foot-
soldiers as regards putting all efforts on developing managers
alone who may not have the major say on the empowerment
technique needed since it largely depends on the employee
(Hassan & Glenn, 2016). Lorinkova and Perry (2014) noted that
a good relationship between leader-subordinate is key in
empowerment and is fostered by benefits. Autonomy is one of

5. the main benefits that would drive employees for effectiveness.
Since transformational behaviors can be learned, it means they
can also be un-learned thus the need for a maintenance of an
environment that drives the development of these personal
attributes in an organization (Judge and Bono, 2000).
Agreeableness emerged as the strongest factor hence managers
are to have genuine concern for the persons under them (Judge
and Bono, 2000).
For leadership to be effective, followers must be
submissive to their leaders, and be able to trust that when a
leader is compassionate and charismatic towards them it is not
for hidden motives (Gebert, Heinitz, and Buengeler, 2015).
Also, when a leader is considered a role model it has a major
work to play in work effectiveness. When the issue of cynicism
comes up about a charismatic leader, a leader must be able to
re-adjust his charismatic approach in other to get work
effectiveness (Gebert, Heinitz, and Buengeler, 2015. Ismail, A.
et al (2009) Organizations need to design requirements and
know the particular leadership styles best for the work place.
How employees perceive justice and trust their leader would
also determine the best leadership style to be used.
Leaders must learn to see followers or subordinates as
partners with shared goals and dreams. When leaders are
perceived to be unreliable, charisma becomes a burden because
followers see it as a tool of deceit. Having the trust of
subordinates is very important for any organization or country
and can cause subordinates to go out of their way to ensure the
shared goals are achieved. Also, when there are tasks to be
carried out, it is helpful for leaders to be involved or at least
show interests in what their subordinates are doing. This re-
enforces subordinates trust and confidence in the leader as it
shows the leader appreciates their daily struggles and is not
isolated from them.

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