How Do Great Leaders Lead? Applying Transformational and Charismatic Leadership

Oftentimes, the leaders we most desire to emulate possess similar qualities. In addition, these leaders may very well be transformational or charismatic leaders. A transformational leader is someone who leads above and beyond by fostering emotional bonds and connecting the group to a higher purpose (Diaz-Saenz, 2011). Conger looked at charismatic leader as involving behavior, follower dynamics, context, and institutionalization (2011). Conger (2011) also noted that this type of leadership occurs when followers perceive a leader to be transformative. Charismatic leaders usually emerge when a leader has a seemingly supernatural ability to turn around a crisis situation (Hackman and Johnson, 2004). Transformational and charismatic leaders are perceived to be extraordinary, sometimes referred to as leadership superstars (Hackman and Johnson, 2004).

The Case for Transformational Leadership

Previous research suggests that organizations that understand and implement transformational leadership principles have higher potential for their human capital (Birasnav, Rangnekar, and Dalpati, 2011). Transformational leaders have charisma, inspiration, intellectual stimulation and individualized consideration of employees (Bass, 1999; Bass and Avolio, 2000). In addition, the transformational leadership approach can help those who apply it to have improved emotional well-being and fulfillment (Klodiana, Russell, and Lee, 2016). Therefore, we will provide you with the key components of transformational and charismatic leadership and share questions to help determine if these principles are being applied within your organization.

Characteristics of Transformational Leadership

Hackman and Johnson (2004) synthesized the transformational leadership literature and identified the following common characteristics of transformational leaders:

• Creative
• Interactive
• Visionary
• Empowering
• Passionate

Characteristics of Charismatic Leadership

In 1947, Weber wrote that charisma is a special personality characteristic that gives a person exceptional powers and is served for a few, is of divine origin, and results in the person being treated as a leader (Northouse, 2010 p. 173). Hackman and Johnson also (2004) looked at charismatic leadership through a communication lens and believe that "charisma is a product of communication" (p. 116). The authors argue that charismatic leaders are the following:

• Relationship builders
• Visionaries
• Influence agents

Moreover, Northouse (2010) indicated the following personality characteristics of a charismatic leaders: dominant, desire to influence, self-confident, and strong moral values

Self-Assessment: Am I Practicing Transformational and Charismatic Leadership?

Even if you were not aware of the concept until reading this article, it is likely that you may already apply some elements of transformational or transactional leadership within your professional work or projects in volunteer organizations. Here are some questions that you can ask yourself to better determine if you are applying components of transformational and charismatic leadership in your work. You can also replace "do I" with "do they" to determine if a leader in your organization is practicing transformational or charismatic leadership. These questions were adapted from and inspired by Carless, Wearing, and Mann's (2000) work.

• Creative: Do I encourage people to think outside the box? Do I ask questions or simply take policies and procedures at face value?
• Interactive: Do I encourage and recognize my followers for the work they are doing? Do I make myself accessible?
• Visionary: Do I articulate a clear vision of the future for my followers?
• Empowering: Do I actively work to build trust and foster teamwork?
• Passionate: Do I show enthusiasm for the work I am doing? Do I provide extra encouragement when my followers seem discouraged?
• Relationship builders: Do I take the time to get to know my team members personally?
• Influence agents: Do I strive to be a good role model to my followers?

If you answered no to any of these questions, reflect on your reasons for not employing these practices. Maybe you would like to emulate more transformational leadership competence within one or more of these areas. Start small by choosing one or two areas for self-improvement. Consider setting SMART goals to help you improve in your focus areas. 

For more resources and future Penn State Extension Leadership Network professional development opportunities related to intrapersonal leadership development, please contact Dr. Suzanna Windon at sxk75@psu.edu.

References

Bass, B. M. (1999). 'Two decades of research and development in transformational leadership', European Journal of Work and Organizational Psychology, 8 (1), pp. 9–32.

Bass, B. and B. J. Avolio (2000). MLQ Multifactor Leadership Questionnaire Technical Report. Thousand Oaks, CA: Sage.

Birasnav, M., Rangnekar, S., & Dalpati, A. (2011). Transformational leadership and human capital benefits: The role of knowledge management. Leadership & Organization Development Journal, 32(2), 106-126.

Conger, J.A. (2001). Charismatic leadership. In A. Bryman, D. Collinson, K. Grint, B. Jackson & M. Uhl-Bien (Eds.), The SAGE handbook of leadership, pp. 299-300). London: SAGE Publications Ltd.

Diaz-Saenz, H.R. (2011). Transformational leadership. In A. Bryman, D. Collinson, K. Grint, B. Jackson & M. Uhl-Bien (Eds.), The SAGE handbook of leadership, pp. 86-100). London: SAGE Publications Ltd.

Lanaj, K., Johnson, R. E., & Lee, S. M. (2016). Benefits of transformational behaviors for leaders: A daily investigation of leader behaviors and need fulfillment. Journal of Applied Psychology, 101(2), 237.

Northouse, P. G. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage

Purdue Extension. (2017). Set Yourself Up For New Year Success With S.M.A.R.T Goals.