Rethinking the Psychodynamics of Charismatic Leadership

Edward Brown, M.S.

Researchers have criticized the charismatic leadership model for not creating transformational leaders that thrive independently, but building self-absorbed charlatans.  Other pundits suggest that, although charismatic leaders inspire loyalty within employees and followers, charismatic leaders use people as pawns for their ambition. 

Using Daniel Halper’s book, Clinton, Inc., as a reference point, Edward Brown, M.S., of Core Edge Police Professional Development, provides questions and answers about the impact of charismatic leadership on interpersonal relationships and organizational development.

Q: What has your latest research uncovered about the psychodynamics of charismatic leadership?

Brown: Past research suggests that charismatic leaders are narcissists, but to what extent was not qualified. This current research goes deeper into the inner sanctum of the charismatic mindset. 

Q: So how narcissistic are charismatic leaders?

Brown: Extremely. My research shows that former President Bill Clinton is known as a very engaging and awe-inspiring speaker, but the dispensability he has for people is outlined in Halper’s, Clinton, Inc.  Halper asserted that Clinton can be extremely cold and dispassionate towards individuals that have outlived their usefulness to him.  This assessment is in line with many of the charismatic leaders in history. They have an unusual need to be adored and see themselves as self-proclaimed heroes.  This lineage extends from Alexander the Great to Bill Clinton.

Q: What impact does narcissism have on the charismatic leadership model?

Brown:  It sheds light on the thinking and behavior of many charismatic leaders despite their illusions. The love people have for charismatic leaders is mutually beneficial. Charismatic leaders need to be esteemed by others who have a great desire to worship a person or idea larger than themselves. Philosopher Thomas Carlyle said that humans were hard-wired for hero worship. For balance, it is important to realize the strengths and weaknesses of any leadership model.

Q: What’s the upside of charismatic leadership within law enforcement?

Brown: Charismatic leaders are effective at building morale and creating enthusiasm. Officers will go the extra mile for supervisors that inspire them. The challenge of charismatic leaders is to ensure that officers don’t see their “Dark Side” as well as their naked ambition.  The emotionality that charismatic leaders engender has more affect on followers than their less charismatic counterparts.

Q:  Is there a qualitative metric for determining whether someone falls into the charismatic leadership category?

Brown: The Core Edge Image & Charisma Institute defines Charismatic Leadership as "A leadership model where personality, relentless determination and creativity are the basis for persuading and influencing individuals toward productivity and/or profitability."

A complete qualitative measure for charismatic leadership would entail the following: 

• A transformation of standard thinking or operations within an industry or profession

• Little to no distinction between the individual’s personality and the service or product

• The creation of memorable experiences, which would ordinarily be viewed as mundane

• A seismic shift within the organization or the people around the leader

• The challenge to conventional wisdom

• A love/hate relationship with the leader

• Leadership emulation without compunction

Because charismatic leaders are performance driven, the upside to their personalities is the ability to leave indelible marks on organizational development. The late Steve Jobs’ impact on Apple comes to mind despite his purported volatile temper.

Edward Brown, M.S., is a researcher and lead instructor for Core Edge Police Professional Development.  Ed is a former Atlanta police officer and has trained command staff and supervisors throughout the U.S. on communication and leadership development skills.

He has advanced legal training from the University of Dayton School of Law and a master’s degree from Mercer University in Public Safety Leadership.

Ed is the author of nine books including: Police Leadership: The Morale Driven Police Department and The A-Team: How to Be a Top Police Department in Recruiting, Training and Retaining Employees available at Amazon Kindle. 

Why So Many Leadership Models, But So Very Few Leaders?

Becoming an effective leader is a notion bandied about within the private and public sectors, regularly. Leadership pundits from John Maxwell to Jim Collins have created a cottage industry on the subject of leadership. With so much accessible information on leadership development available, is society creating more leaders?

Edward Brown, M.S., of Core Edge Police Professional Development provides questions and answers about the numerous books, training and degrees for leadership development and their impact on producing new leaders.

Q: How do you define a “Leader?”

Brown: Dictionary.com defines a leader as “A person who rules, guides or inspires others.” In its most simplistic form, anyone who has followers might be characterized as a leader. 

Q: So, when we say we need or want more leaders. What are we really asking for?

Brown: From a historical perspective, we want epic heroes that capture our imagination.  The philosopher, Thomas Carlyle said that humans are hard-wired for hero-worshipping. If a notion of God didn’t exist, we would create one.  When we think of effective leadership, we are pulling from these traditions.

Q: So, would you say that our notion of leadership has become a fantasy?

Brown: In part, if our traditions of leaders come from politics, religion, military and business, then we will consistently judge leadership by these standards. Often the impact of leadership is viewed through a rearview mirror, and may not be seen in the same vein by the followers of their time. The late Steve Jobs arguably surpassed the achievements of Thomas Edison, by transforming at least four different industries. But, we don’t emotionally feel the legend of Jobs as we do Edison. One hundred years from now, the future generation will mythicize Steve Jobs and he will be that generation’s Thomas Edison.  

Q: So with the phalanx of pundits promoting leadership development, are we producing more leaders?

Brown: Again, it depends on your expectation of leaders. A better question might be, “Do we still need leaders as we did in the past in the same way?” James MacGregor Burns is credited for coining the “Transformational Leadership” model. He rebuffed the charismatic leadership model, because he viewed charismatic leadership as too self-absorbed and personality driven.  The aim of the Transformational Leadership Model is to empower people to become self-governing and self-reliant. As such, have we produced a society of self-reliant, self-governing individuals where leadership becomes less necessary?

Q: You noted earlier that Thomas Carlyle said humans are “hero-worshippers.” Are we trying to have it both ways by placing the responsibility of self-reliance on the backs of leaders?

Brown: It won’t be the first time we passed the buck of self-empowerment to someone else. But, anyone can lead. If more people merely took responsibility for their families and communities, demonstrated fair and equitable work habits, and studied human nature, leaders would be plentiful. We don’t need any more leadership models. We merely need to implement what is already available.

Q: What will it take for individuals to become more self-directed for assuming more responsibilities?

Brown: Good question. Self-reliance and self-governance seem to take place most when individuals don’t have safety nets or unrealistic expectations from others. As long as there are people, either through ego or philanthropy, willing to assume the burden of others, people will continuously look for leaders. More books will be sold. More leadership development degrees conferred. And more people looking for the next Alexander the Great. 

For more thoughts on leadership, visit: www.amazon.com/kindle/dp/B00J3I58H0

The State of Charisma in the 21st Century, Pt. I

By Edward Brown

This Q & A explores the status of charisma in contemporary society.

Q: What is the current condition of charisma in the world today?

A: Currently, there are no seminal or visionary leaders on the world stage to speak about. It does not mean that they do not exist. Somewhere in the world, right now, there is someone trying to get a movement off the ground. He is either attempting to create momentum or maneuvering in his intellectual wilderness planning for the future.

Q: If this charismatic visionary is present, what is taking him so long to reveal his plan?

A: The current political movements in Africa and the Middle East are being mastermind by one or a few individuals. These individuals may be strategists, but not necessarily charismatic figures. Mass movements are often spearheaded by calculating individuals who weigh economic, social and political conditions and foment movement when the time seems ripe. These strategists may be consensus builders rather than positioning themselves for centralized leadership. They may pass the baton on to pockets of interested people rather than become the embodiment of a movement.

Q: So have conditions changed calling for strategists rather than charismatic leaders?

A: Eminent philosopher Thomas Carlyle once said that people were “hard-wired” for hero-worshipping. They inherently need to believe in something or someone bigger than themselves. Strategists can create social movements and change, but in the end, people cry out for a compelling person to articulate and embody their aspirations. Today, it is more difficult for compelling or charismatic leaders to come to fruition, because of the isolation, solitude and extreme discipline it takes to commit one’s life to an idea. It takes a different kind of fortitude to immerse oneself into a mission when less committed individuals may be gaining more attention through the Internet and multimedia.

Q: So if the state of charisma is intact, is it a mere case of the conditions being ideal for charismatic leaders to emerge?

A: Charisma will probably always be intact, because there will always be a compelling personality who seemingly comes out of nowhere and speaks for and outlines a plan to address the unfulfilled needs of a people. The world will never be overrun by charismatic leaders. The time, process and special conditions that align for such individuals to emerge are not prolific. It takes a long time for charismatic leaders to grapple with their role on the world stage as well as the time necessary to embrace a compelling idea that becomes a crusade.

Q: Where is the next challenge in the world that beckons for charismatic leadership?

A: That’s tricky! The sensitivity that charismatic leaders feel for certain
situations is unpredictable. Missions and crusades can last a lifetime. Be rest assured that authentic charismatic leaders are not “fly by night” overnight sensations. Every fiber of their being is geared to a specific cause that has taken a lifetime to align. Look for the person who may be seemingly under the radar, but that a few people have identified as being extremely different in personality and holding passionate, transformational views of the world. He is potentially the next charismatic icon.

Related: Charisma