Charisma has been identified as a significant trait in effective and motivational leadership. Please read the article, McLaurin and Amri (2008). Please access the article below. Based on the content in the McLaurin and Amri (2008) article, please select one of the characteristics and share with the class why that one specific trait is one of your strengths.

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DEVELOPING AN UNDERSTANDING OF CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP ABSTRACT Leadership is a dynamic relationship which is based on mutual influence between leaders and followers which results in a higher level of motivation and technical development as it promotes changes. The theories of leadership have evolved from traits, behaviors and situations to a more change-oriented approach. The two key types of leadership in this new approach are Charismatic Leadership and Transformational Leadership. Charismatic leaders can be defined as those who have high self-confidence, a clear vision, engage in unconventional behavior, and act as a change agent, while remaining realistic about environmental constraints. Their key behaviors include role modeling, image building, articulation of goals, showing confidence and arousing followers motives. Transformational leaders are those who stimulate interest among followers to view their work from new perspectives, generate awareness of the vision of the organization, develop followers to higher levels of ability and potential, and motivate colleagues and followers to look beyond their own interests toward those that will benefit the group. Their key behaviors include empowerment, role modeling, creating a vision, acting as change agents, and making the norms and value clear to all. Though there are similarities between the two concepts, there are also numerous differences. The main similarities are the focus on the vision, ideals, values and charisma from the leaders perspective. The major differences include charisma being one among the qualities of a transformational leader rather than the sole element, the effect of situational favorableness or uncertainty on both approaches, transformational behavior de-emphasizing charisma, the charismatic leaders possible self-centeredness and the probable negative effects of charismatic leadership. This article takes the reader through the general history and development of charismatic and transformational theories of leadership. Transformational leadership and charismatic leadership styles will be analyzed in depth and a comparison between these two leadership styles will be reviewed. During the process, some light will also be thrown on transactional Leadership due to its proximity with studies on transformational leadership theory. This article allows the reader to gain an overall understanding of the development of understanding of the theories and a practical application of them. page 16 Allied Academies International Conference Reno, 2008 Proceedings of the Academy of Organizational Culture, Communications and Conflict, 13(2) INTRODUCTION Up until the late 1970s, the theories on leadership were built on supervision as a means to create improvements in the performance of stable work units. However, the study of leadership has then shifted to charismatic / transformational leadership in which actions of single managers appear to create extraordinarily high levels of employee commitment, effort and willingness to take risks in support of the organization or its mission (Behling & McFillen, 1996). This change is suggested to be a result of the growth of foreign competition in the United States as well as other problems during that period. Conducting business became harder and companies had to learn to make major changes in order to survive. Managers were in the search for new means of leading so that they could convince their followers to adopt drastically new ways of doing things (Behling & McFillen, 1996). The question that hence emerged was what indeed was required in giving the leaders the capability to predict and prepare for the most effective changes in the future? The answers were provided by the concept known as change-oriented leadership; which included two major components charismatic leadership and transformational leadership (Greenberg & Baron, 2000). DISCUSSION Charismatic Leadership The charisma term was used by Weber to differentiate selfappointed leaders followed by people who are in pain and need to follow the leader because they believe him or her to be extraordinarily qualified (Aaltio-Marjosola, I & Takala, T. ,2000). The charismatic leaders actions are inspirational and the enthusiasms they prompt heavily influence the followers. For this reason, charismatic heroes and prophets such as Prophet Mohammed and Mother Theresa are viewed as truly revolutionary forces in history (Gerth, H. & Mills, C.W., 1964), The study of charisma and the difference views of authors have given charisma different definitions. While some authors indicated that charisma represents the ability of a leader to exercise diffuse and strong influences over the beliefs, values, behaviors, and performance of followers through his/her vision, behaviors, beliefs, and personal examples (Conger & Kanungo, 1987, House, Spangler & Woycke, 1991) others have suggested that charisma is the ability to influence others positively by connecting with them physically, emotionally, and intellectually. (Aaltio-Marjosola, I & Takala, T., 2000) Studying different views and definitions, it is safe to conclude that charisma is an indefinable personal quality that is based on the emotional aspects of both the leaders and the followers. In order to understand charisma and its effect on the followers, followers reactions and perceptions must be examined. Charismatic leaders can be defined as those who have a high self-confidence, a clear vision, engage in unconventional behavior, and act as a change agent, while remaining realistic about environmental constraints. Charismatic leaders are believed to possess particular personality traits and abilities while displaying unique behavioral model. Different researchers have identified common characteristics for charismatic leaders with an addition or an omission of a characteristic or two. Robbins (1992) specified some of the characteristics that differentiate the charismatic leaders from non- charismatic leaders. The characteristics he mentioned include: Allied Academies International Conference page 17 Proceedings of the Academy of Organizational Culture, Communications and Conflict, 13(2) Reno, 2008 a) Self-confidence b) Strong faith in that vision c) Out of ordinary behavior d) Change seekers House (1977) identified five key behavioral aspects of charismatic leaders. He pointed out that charismatic leaders share the following behavioral traits: a) Role modeling b) Image Building c) Articulation of goals d) Showing confidence e) Arousing followers motives