Sunday, August 21, 2011
The Impact of Charismatic Leaders Founding Organizations
Though the impact of the charismatic leadership model is often discussed within established organizations, there are other challenges with charismatic leadership when the leader is the founder or owner of an organization. Hernandez and Leslie (2001) identified some challenges of charismatic leaders who founded organizations and the leaders’ inability to move forward or select a successor. The potential void left by the charismatic leader’s departure creates a degree of insecurity throughout the organization. Anxiety is developed among frontline personnel as well as organizational stakeholders become overly dependent or ambivalent over the potential void left by the charismatic leader who produces split loyalties. At the end of a charismatic leader’s reign, such uncertainty and fractured loyalties could divide the organization. Hernandez and Leslie went on to say that an organization’s continuity is better served when the charismatic leader exerts influence in creating a vision for the future of the organization as opposed to allowing frenzy within the infrastructure. Also the natural fear of the unknown within individuals could be ameliorated through clear and consistent communication. Additionally, the board of directors could be proactive in identifying potential concerns in operations before these concerns trickle down to the lower echelon of the organization.
References
Hernandez, C.M., and Leslie, D.R. (2001 Summer). Charismatic leader the aftermath. Nonprofit Management & Leadership, 11(4), 493.
For more information, visit: Charisma
Sunday, August 14, 2011
The Charismatic Leadership Model is Difficult to Measure Objectively
Researchers are challenged with developing instruments to measure the impact of charismatic leadership on organizational development. At first look it would seem logical that the same measures that apply to measuring other leadership models should be apropos for measuring charismatic leadership. Rowold and Laukamp (2009) reported that existing empirical support highlights the positive relationship between charismatic leadership and subjective indicators as important to organizational success. However, there are few studies that have examined the relationship between charismatic leadership and objective measures. Rowold and Laukamp asserted that this lack of measuring objectivity makes it difficult to view charismatic leadership through objective lenses. Following Rowold and Laukamp’s perspective to its logical conclusion suggest that charismatic leadership is difficult to validate because of its subjective nature. If charismatic leadership is founded on the vagaries and capriciousness of individualized responses, it becomes not only challenging to quantify its effectiveness but also to decipher the immutable principles that can be taught to budding leaders and managers within corporate structures.
References
Rowold, J., and Laukamp, L. (2009 Oct.). Charismatic leadership and objective indicators. Applied Psychology: An International Review, 58(4), 602-621
For more information, visit: Charisma
Sunday, August 7, 2011
Following Charismatic Leaders
Yukl (1999) acknowledged the strong personal identification followers have with charismatic leaders as a means of solving problems germane to the needs of followers. Yukl stopped short in his assessment by suggesting that followers identified more with the mission than with the charismatic leader when their needs were tied to the mission. Yukl also pointed to researchers often looking at the socially acceptable behavior of charismatic leaders to achieving a goal and not the manipulative practices sometimes practiced by charismatic leaders over followers. Researchers have preconceived notions about charismatic leadership and followership that often becomes self-fulfilling prophecies. Researchers either believed that charismatic leadership is directly related to organizational advancement or to organizational regression. Yukl suggested that there were opportune times when charismatic leadership was most effective for organizational development as well as providing the most advantageous opportunities for followers. These opportune times for charismatic leaders are: When a visionary entrepreneur overcomes difficulty in establishing a new organization, a guru of a new religion, a passionate revolutionary who transforms a corrupt organization from the ground up, and a manager who rescues a company from the brink of extinction.
References
Yukl. G. (1999 Summer). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10(2), 285.
Related: Charisma
References
Yukl. G. (1999 Summer). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10(2), 285.
Related: Charisma
Saturday, July 30, 2011
Charismatic Leaders as Visionaries
Waldman and Yammarino (1999) defined Chief Executive Officer (CEO) charisma in two parts. First, CEO charisma is the behavioral characteristics of the leader, including: the articulation of a clear vision based on personal values, a consistent demonstration of these values, high performance expectations of himself and followers, confidence in followers’ abilities to meet the challenges, and the assumption of personal risks. Second, CEO charisma involves a relationship between the CEO and one or more followers. Relationships must be close in proximity as well as distant within the organizational structure. In addition, followers must internalize their commitment to the vision of the leader.
Nadler and Tushman (1990) asserted that vision and charisma are not enough to sustain large system changes. Although charisma is necessary in business for improving interpersonal relationships, a business model must go beyond inspired individuals. Nadler and Tushman cited Don Burr of People Express as an example of the pitfalls of visionaries under the charismatic leadership model. Burr had a far reaching dream to expand the markets of People Express Airline; however, fell short based on his inability to translate a vision into a cohesive senior executive team as well as make the necessary organizational changes to flourish. This incapacity for improving People Express’ infrastructure caused its demise. The complexities in a global market call for business expertise and operations not often attributed to charismatic leadership. To this extent, charismatic leaders are viewed myopically. Researchers tend to focus on the emotional impact charismatic leaders often exude rather than charismatic leaders being strategist for implementing far-reaching plans.
(Excerpts from Strengths & Weaknesses of Charismatic Leaders on Organizational Development) by Edward Brown
References
Nadler,D., and Tushman, M. (1990 Winter). Beyond charismatic leader: Leadership and organizational change. California Management Review, 32(2), 77-97.
Waldman, D.A., and Yammarino, F.J. (1999 Apr.) Ceo charismatic leadership: Levels-of-management and levels-of-analysis effects. Academy of Management Review, 24(2), 266-285.
For more information, visit: Charisma
Nadler and Tushman (1990) asserted that vision and charisma are not enough to sustain large system changes. Although charisma is necessary in business for improving interpersonal relationships, a business model must go beyond inspired individuals. Nadler and Tushman cited Don Burr of People Express as an example of the pitfalls of visionaries under the charismatic leadership model. Burr had a far reaching dream to expand the markets of People Express Airline; however, fell short based on his inability to translate a vision into a cohesive senior executive team as well as make the necessary organizational changes to flourish. This incapacity for improving People Express’ infrastructure caused its demise. The complexities in a global market call for business expertise and operations not often attributed to charismatic leadership. To this extent, charismatic leaders are viewed myopically. Researchers tend to focus on the emotional impact charismatic leaders often exude rather than charismatic leaders being strategist for implementing far-reaching plans.
(Excerpts from Strengths & Weaknesses of Charismatic Leaders on Organizational Development) by Edward Brown
References
Nadler,D., and Tushman, M. (1990 Winter). Beyond charismatic leader: Leadership and organizational change. California Management Review, 32(2), 77-97.
Waldman, D.A., and Yammarino, F.J. (1999 Apr.) Ceo charismatic leadership: Levels-of-management and levels-of-analysis effects. Academy of Management Review, 24(2), 266-285.
For more information, visit: Charisma
Monday, July 25, 2011
Charisma & the 90 Day Rule for Women
Dear Mr. Brown:
Recently, I read comedian Steve Harvey’s book, “Act Like a Lady, Think Like a Man….” He gave some good pointers for women to follow in attracting and maintaining the man of their dreams. One suggestion Steve provides is for a woman to wait 90 days before engaging in physical intimacy with a man. Do you think rules work on charismatic men or do women need a different manual for dealing with charismatic men?
Sharon Johnson
Chicago, IL
Dear Ms. Johnson:
Thank you for your inquiry. First, Steve Harvey has done a great job of extended his brand into relationship expert, game show host, TV and radio celebrity, and bestselling author. Any man who has lived over 50 years has learned a few lessons along the way. However, any notion of a “one size fits all” approach to dealing with men should be viewed carefully. There are instances when a couple has had sex on their first date and spent the rest of their lives together. Conversely, there have been couples who have waited until marriage to have sex and the marriage ended in divorce. Harvey’s idea is admirable for women to gain men’s respect before having sex. But, it is quite possible for a man to wait 90 days to have sex with a woman, while having sex with a series of other women in the interim. For women to control the sexual habits of men, women throughout the world have to agree on the same agenda. In other words, every woman in the world has to agree and communicate the conditions in which sex will be expended to men. Since the self-interest of women will always take precedent over collective interests, women will not wield any true power in this arena. Women exercise the greatest amount of power and influence over men when men are in love with them, not because they are necessarily having sex.
Better advice for women would be to study the psychological make-up of men and the ways men gain and leverage power. Again, a woman cannot control a man by withholding sex unless every woman in the world has agreed to withhold sex from the same man. A woman can maintain her moral standards by refusing to indulge in sex with certain men, but this is where her control ends.
In addition, charismatic men often wield a certain degree of power---perceptually and realistically. Consequently, charismatic men do not have to wait any amount of time to have sex when they desire. Every man has experienced some form of rejection from women. The issue is not how often a man fails to achieve his sexual objectives, but how often he achieves his objectives despite rejection. For every three women who reject a handsome, smart, and charismatic man (due to insecurity, mistrust or disinterest), another woman will provide all the comfort he needs.
Books, movies, and symposiums can be great empowerment opportunities for women, but these tools should serve as a basis for self-mastery and understanding the core of human nature.
Related: Charisma
Recently, I read comedian Steve Harvey’s book, “Act Like a Lady, Think Like a Man….” He gave some good pointers for women to follow in attracting and maintaining the man of their dreams. One suggestion Steve provides is for a woman to wait 90 days before engaging in physical intimacy with a man. Do you think rules work on charismatic men or do women need a different manual for dealing with charismatic men?
Sharon Johnson
Chicago, IL
Dear Ms. Johnson:
Thank you for your inquiry. First, Steve Harvey has done a great job of extended his brand into relationship expert, game show host, TV and radio celebrity, and bestselling author. Any man who has lived over 50 years has learned a few lessons along the way. However, any notion of a “one size fits all” approach to dealing with men should be viewed carefully. There are instances when a couple has had sex on their first date and spent the rest of their lives together. Conversely, there have been couples who have waited until marriage to have sex and the marriage ended in divorce. Harvey’s idea is admirable for women to gain men’s respect before having sex. But, it is quite possible for a man to wait 90 days to have sex with a woman, while having sex with a series of other women in the interim. For women to control the sexual habits of men, women throughout the world have to agree on the same agenda. In other words, every woman in the world has to agree and communicate the conditions in which sex will be expended to men. Since the self-interest of women will always take precedent over collective interests, women will not wield any true power in this arena. Women exercise the greatest amount of power and influence over men when men are in love with them, not because they are necessarily having sex.
Better advice for women would be to study the psychological make-up of men and the ways men gain and leverage power. Again, a woman cannot control a man by withholding sex unless every woman in the world has agreed to withhold sex from the same man. A woman can maintain her moral standards by refusing to indulge in sex with certain men, but this is where her control ends.
In addition, charismatic men often wield a certain degree of power---perceptually and realistically. Consequently, charismatic men do not have to wait any amount of time to have sex when they desire. Every man has experienced some form of rejection from women. The issue is not how often a man fails to achieve his sexual objectives, but how often he achieves his objectives despite rejection. For every three women who reject a handsome, smart, and charismatic man (due to insecurity, mistrust or disinterest), another woman will provide all the comfort he needs.
Books, movies, and symposiums can be great empowerment opportunities for women, but these tools should serve as a basis for self-mastery and understanding the core of human nature.
Related: Charisma
Monday, July 18, 2011
Charisma, Pleasure & Pain
In this session, charisma expert and commentator Edward Brown provides insights on the privileges and objectives of the charismatic personality.
Q: What are the privileges of charismatic personalities?
A: The world stage is the charismatic personality’s playground and he enjoys playing the game of life for self-pleasure. People are mere conduits to his pleasure.
Q: So, does the charismatic personality use people to achieve his ends?
A: Yes, but not in a malicious sense. The typical charismatic personality is not trying to harm or annihilate anyone. He realizes that life is a mere game and people serve as conduits for pleasure or pain. The charismatic personality’s reality and choices are to receive more pleasure. Pain is not an option.
Q: Interesting. Given the fact that we can’t control everything in life as individuals, how does a charismatic personality wield so much power and control?
A: Well, he views himself as smarter than the average person. He views life as an introspective scientist using intellect over emotions. He is generally aware of everything that is going on around him and has developed a lifestyle where studying human nature is part of his work as well as his entertainment. Nothing is left to chance and the idea of a balanced life is laughable. People who see life as altruistic, exchanging pain for equal amounts of pleasure, is oppositional to a charismatic personality’s worldview. The thinking of the average person is viewed by the charismatic personality as a recipe for victimization. The charismatic personality pays less for pleasure than the average individual.
Q: Okay. Under these circumstances, why would an individual want to be associated with a charismatic personality?
A: Why wouldn’t anyone want to associate with a charismatic personality? In Western culture, power and control are desired aspirations. The charismatic personality is a representation of the often unstated, but understood objective of most people—the acquisition and maintenance of power. Again, people and things provide a level of pleasure. There is no place in the world where power is not an aspiration. The difference between the objectives of the charismatic personality and the average person is that the charismatic personality is keenly aware of calculated actions to affect a specific outcome. The average person has moments when he is calculating to achieve a desired outcome, but the average person is hindered by the psychological barriers he places upon himself. He really doesn’t like the idea of being calculating. It sounds manipulative.
Q: So, the fundamental difference between the charismatic personality and the average person, is courage?
A: Courage is a big part of the charismatic personality’s existence, but it is how the charismatic personality interprets, analyzes, and implements strategies for getting more pleasure in life. Gaining pleasure through strategic maneuvers is the life of a charismatic personality based on his experiences and worldview. The average person does not think in perpetually strategic terms. The calculating, bold, and audacious mind of the charismatic personality is different from the emotionally-driven and short-term thinking of the average individual. The mind and manifestations of the charismatic personality sets him apart from the average individual.
Related: Charisma
Q: What are the privileges of charismatic personalities?
A: The world stage is the charismatic personality’s playground and he enjoys playing the game of life for self-pleasure. People are mere conduits to his pleasure.
Q: So, does the charismatic personality use people to achieve his ends?
A: Yes, but not in a malicious sense. The typical charismatic personality is not trying to harm or annihilate anyone. He realizes that life is a mere game and people serve as conduits for pleasure or pain. The charismatic personality’s reality and choices are to receive more pleasure. Pain is not an option.
Q: Interesting. Given the fact that we can’t control everything in life as individuals, how does a charismatic personality wield so much power and control?
A: Well, he views himself as smarter than the average person. He views life as an introspective scientist using intellect over emotions. He is generally aware of everything that is going on around him and has developed a lifestyle where studying human nature is part of his work as well as his entertainment. Nothing is left to chance and the idea of a balanced life is laughable. People who see life as altruistic, exchanging pain for equal amounts of pleasure, is oppositional to a charismatic personality’s worldview. The thinking of the average person is viewed by the charismatic personality as a recipe for victimization. The charismatic personality pays less for pleasure than the average individual.
Q: Okay. Under these circumstances, why would an individual want to be associated with a charismatic personality?
A: Why wouldn’t anyone want to associate with a charismatic personality? In Western culture, power and control are desired aspirations. The charismatic personality is a representation of the often unstated, but understood objective of most people—the acquisition and maintenance of power. Again, people and things provide a level of pleasure. There is no place in the world where power is not an aspiration. The difference between the objectives of the charismatic personality and the average person is that the charismatic personality is keenly aware of calculated actions to affect a specific outcome. The average person has moments when he is calculating to achieve a desired outcome, but the average person is hindered by the psychological barriers he places upon himself. He really doesn’t like the idea of being calculating. It sounds manipulative.
Q: So, the fundamental difference between the charismatic personality and the average person, is courage?
A: Courage is a big part of the charismatic personality’s existence, but it is how the charismatic personality interprets, analyzes, and implements strategies for getting more pleasure in life. Gaining pleasure through strategic maneuvers is the life of a charismatic personality based on his experiences and worldview. The average person does not think in perpetually strategic terms. The calculating, bold, and audacious mind of the charismatic personality is different from the emotionally-driven and short-term thinking of the average individual. The mind and manifestations of the charismatic personality sets him apart from the average individual.
Related: Charisma
Monday, July 11, 2011
Charisma for Geeks
In this session, charisma expert and commentator Edward Brown will provide information to those self-described “Geeks” on how to be more engaging in social settings.
Q: What is the biggest challenge Geeks face in acting more charismatic?
A: Actually, the challenge is not attempting to transform a socially inept individual into someone else’s ideal, but to make whatever the individual is, work for them.
Q: That’s very fine and well, but how do you make a Geek, say, become more successful with women?
A: Since, all women are different. The first challenge is to determine what common needs do most women share? Based on my experience, most women want to feel physically and emotionally safe, comfortable with their object of desire, mentally stimulated, and a desire to laugh. If a socially inept person can create his own distinctive style that is not outlandish, intellectually stimulate women, and make them laugh, most of the job is done.
Q: Interesting. Is it that simple to transform a geek to chic?
A: Yes, if we are trying to encourage the person to be authentically themselves in ways that they don’t have to be self-conscious. If you give individuals a philosophy for success rather than steps for success, they are allowed to be creative in the process. They won’t have to think about doing, they can just be. In some respects, I am a geek. But, I rolled my academic proclivities, urban upbringing, and law enforcement experiences into becoming a firm, funny, intellectual. I could not have become a force to be reckoned with by adhering merely to some steps.
Q: Okay. What advice would you give a geek in a business setting to attract more clients?
A: In a business setting, it is important to assess the reason for the occasion and what are the basic needs of the people attending. If many of the people in the room are businesspeople looking for contacts, it is important to determine whether this venue is the best place for what you offer in products and services. Actually, determining the correct venue for one’s products and services should have been established before attending the venue. Assuming the venue is correct for what one has to offer, the task is to casually create conversations concentrating efforts at connecting with attendees and making mental notes about what they want.
Q: What happens next?
A: You’re not trying to make a sell, but merely gathering information and establishing connections. By the time you leave with collected business cards, follow up later with reference to the conversation you had with them. If you heard the potential client mention a problem he/she is having, begin the consultation process by demonstrating that you have the solution to their problem.
To be more engaging, lead with the personal attributes that are the most effective in influencing people.
Related: Charisma
Q: What is the biggest challenge Geeks face in acting more charismatic?
A: Actually, the challenge is not attempting to transform a socially inept individual into someone else’s ideal, but to make whatever the individual is, work for them.
Q: That’s very fine and well, but how do you make a Geek, say, become more successful with women?
A: Since, all women are different. The first challenge is to determine what common needs do most women share? Based on my experience, most women want to feel physically and emotionally safe, comfortable with their object of desire, mentally stimulated, and a desire to laugh. If a socially inept person can create his own distinctive style that is not outlandish, intellectually stimulate women, and make them laugh, most of the job is done.
Q: Interesting. Is it that simple to transform a geek to chic?
A: Yes, if we are trying to encourage the person to be authentically themselves in ways that they don’t have to be self-conscious. If you give individuals a philosophy for success rather than steps for success, they are allowed to be creative in the process. They won’t have to think about doing, they can just be. In some respects, I am a geek. But, I rolled my academic proclivities, urban upbringing, and law enforcement experiences into becoming a firm, funny, intellectual. I could not have become a force to be reckoned with by adhering merely to some steps.
Q: Okay. What advice would you give a geek in a business setting to attract more clients?
A: In a business setting, it is important to assess the reason for the occasion and what are the basic needs of the people attending. If many of the people in the room are businesspeople looking for contacts, it is important to determine whether this venue is the best place for what you offer in products and services. Actually, determining the correct venue for one’s products and services should have been established before attending the venue. Assuming the venue is correct for what one has to offer, the task is to casually create conversations concentrating efforts at connecting with attendees and making mental notes about what they want.
Q: What happens next?
A: You’re not trying to make a sell, but merely gathering information and establishing connections. By the time you leave with collected business cards, follow up later with reference to the conversation you had with them. If you heard the potential client mention a problem he/she is having, begin the consultation process by demonstrating that you have the solution to their problem.
To be more engaging, lead with the personal attributes that are the most effective in influencing people.
Related: Charisma
Subscribe to:
Posts (Atom)
Posts
