Content area
Full Text
Introduction
The book, Charismatic Leadership: The Elusive Factor in Organizational Effectiveness, authored by Conger and Kanungo (1988), addresses the issue of charisma and its effect on leadership through essays written by a variety of researchers. This article examines charismatic leadership as outlined by the book, specifically on how charismatic leadership works in public administration.
Conger and Kanungo (1988) suggest that leadership qualities are "attributed to an individual when group members accept and submit to that individual's influence" (p.79). Thus, charisma can be interpreted as inferred and, in fact, conferred by followers. The roles that leaders play, such as task leader or directive leader, can be charismatic or non-charismatic. It is those who work with the leader who determine whether or not the leader is charismatic.
The Three Stages of Charismatic Leadership
Conger and Kanungo (1988) suggest three stages through which any leader must guide an organisation from the present to the future. The three stages are: (1) evaluating the current situation, including resource availability and constraints, and the needs of followers; (2) formulating goals; and (3) developing the methods to achieve these goals.
During the first stage, charismatic leaders are able to recognise shortcomings in the present system, which may be deficiencies in strategic objectives, a misperception of marketplace needs, or general organisational problems.
At the second stage, charismatic leaders are able to form strategic goals that may be far removed from the status quo and which are perceived as extraordinary by others in the organisation. In addition to setting ambitious or challenging goals, the charismatic leaders are able to articulate these goals in such a fashion as to convince others of the goals' validity. Outstanding communication skills, both oral and written, distinguish the charismatic leader.
In the third stage, the charismatic leader builds trust through "personal example and risk taking, and through unconventional expertise". One well-known example is that of Lee Iacocca cutting his salary to one dollar when he assumed responsibility at Chrysler.
What Makes A Visionary Leader?
According to Helen Keller, who learnt to speak and write in spite of being blind and deaf, "the most pathetic person in the world is someone who has sight but has no vision". The theme throughout "Charismatic Leadership" is that the charismatic leader is a...