Leadership Styles & Ethics. Charismatic Leadership. Disciplines > Leadership > Leadership styles > Charismatic Leadership Assumptions | Style | Discussion | See also Assumptions Charm and grace are all that is needed to create followers.
Self-belief is a fundamental need of leaders. People follow others that they personally admire. Style The Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority. The searchlight of attention It is interesting to watch a Charismatic Leader 'working the room' as they move from person to person. Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and are good at picking up the moods and concerns of both individuals and larger audiences. Pulling all of the strings Charismatic Leaders use a wide range of methods to manage their image and, if they are not naturally charismatic, may practice assiduously at developing their skills. Leading the team Alternative views Discussion See also Musser, S.J. (1987). Confidence principle. Principles > Confidence principle Principle | How it works | So what Principle A confident persuader creates confidence in the persuaded.
How does it work? Emotions and attitudes are catching. We all have a need for certainty, and confidence is the outward sign of inner certainty. Confidence is a message. Confidence in yourself Confidence starts with yourself. A more powerful confidence is that which is quiet and confident enough in oneself to embrace the paradox of being open when you are unsure about something (which acts as the exception that proves that you are truly confident the rest of the time). Confidence about what you are selling Whatever you are selling or seeking to persuade, you need to believe that it is truly valuable and worthwhile. Confidence in your arguments When you are persuading another person, if your arguments are weak and easily challenged, then you will probably have difficulty in being confident about them. Confidence about the other person But not over-confidence. Transformational Leadership. Disciplines > Leadership > Leadership styles > Transformational Leadership Assumptions | Style | Discussion | See also Assumptions People will follow a person who inspires them.
A person with vision and passion can achieve great things. The way to get things done is by injecting enthusiasm and energy. Style Working for a Transformational Leader can be a wonderful and uplifting experience. Developing the vision Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers.
Selling the vision The next step, which in fact never stops, is to constantly sell the vision. In order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. Finding the way forwards In parallel with the selling activity is seeking the way forward. Leading the charge Discussion See also Bass, B. Bass, B. Burns, J. Leadership vs. Management. Disciplines > Leadership > Leadership vs.
Management Managers have subordinates | Leaders have followers | See also What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways. The biggest difference between managers and leaders is the way they motivate the people who work or follow them, and this sets the tone for most other aspects of what they do. Many people, by the way, are both. Managers have subordinates By definition, managers have subordinates - unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority. Authoritarian, transactional style Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Work focus Seek comfort Leaders have followers Leaders do not have subordinates - at least not when they are leading.
Seek risk.