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 ...