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Number of Leadership theories evolved on the basis of Trait, Behavioral, Transformational, Situational,

Charisma. Researchers and thinkers made efforts linking some of the theories across these leadership

islands. But each model has its own pros, cons, assumptions & limitations. Latest researches are

conducted on Situational & Transformational leadership styles. Leadership gurus presented new models

as variations to the already existing models. Max Weber, MacGregor Burns, Bernard M.Bass, Warren

Bennis & Nanus are few important researchers in the area of transformational leadership.

Understanding the difference between transactional and transformational leadership is vital in getting

the whole concept of transformational leadership theory.

As a starting point, let us review our everyday life. In general, a relationship between two people is

based on the level of exchange they have. Exchange need not be money or material; it can be anything.

The more exchange they have the more stronger the relation. Your manager expects more productivity

from you in order to give good rewards. In this way, if something is done to anyone based on the return

then that relation is called as µTransactional¶ type. In politics, leaders announces benefits in their agenda

in exchange to the vote from the citizens. In business, leaders announces rewards in turn to the

productivity. These relation is all about requirements, conditions and rewards (or punishment). Leaders

who show these kind of relationship are calledÚ


 
.

In life, at one point of time, things happen without expectation from other side. Say, mom¶s dedicated

service to her kid. Mom doesn¶t expect anything from the child and the service she provides in raising

the child is unconditional, dedicated, committed. Mom plays a major role in shaping up the kid¶s future

life. This type of relation is called as µTransformational¶. Leaders do exist in this world with these

behaviors. Transformational Leaders work toward a common goal with followers; put followers in front

and develop them; take followers¶ to next level; inspire followers to transcend their own self-interests in

achieving superior results.

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As exactly said by Bass ± ³the transactional leaders work within the organizational culture as it exists;

the transformational leader changes the organizational culture´.

Following table shows difference of transactional and transformation leadership[1].

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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.


The Charismatic Leader gathers followers through dint of personality and charm, rather
than any form of external power or authority.
c  
   

It is interesting to watch a Charismatic Leader 'working the room' as they move from
person to person. They pay much attention to the person they are talking to at any one
moment, making that person feel like they are, for that time, the most important person
in the world.
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. They then will hone their actions and words to suit the situation.

     
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. They
may engender trust through visible self-sacrifice and taking personal risks in the name
of their beliefs. They will show great confidence in their follower s. They are very
persuasive and make very effective use of body language as well as verbal language.
Deliberate charisma is played out in a theatrical sense, where the leader is 'playing to
the house' to create a desired effect. They also make effective use of storytelling,
including the use of symbolism and metaphor.
Many politicians use a charismatic style, as they need to gather a large number of
followers. If you want to increase your charisma, studying videos of their speeches and
the way they interact with others is a great source of learning. Religious leaders, too,
may well use charisma, as do cult leaders.


   

Charismatic Leaders who are building a group, whether it is a political party, a cult or a
business team, will often focus strongly on making the group very clear and distinct,
separating it from other groups. They will then build the ima ge of the group, in
particular in the minds of their followers, as being far superior to all others.
The Charismatic Leader will typically attach themselves firmly to the identify of the
group, such that to join the group is to become one with the leader. In doing so, they
create an unchallengeable position for themselves.

 
 
The description above is purely based on charisma and takes into account varying moral
positions. Other descriptions tend to assume a more benevolent approach.
Conger & Kanungo (1998) describe five behavioral attributes of Charismatic Leaders
that indicate a more transformational viewpoint:

@ Vision and articulation;

@ Sensitivity to the environment;
@ Sensitivity to member needs;
@ Personal risk taking;
@ Performing unconventional behaviour.
Musser (1987) notes that charismatic leaders seek to instil both commitment to
ideological goals and also devotion to themselves. The extent to which either of these
two goals is dominant depends on the underlying motivations and needs of the leader.

A
The Charismatic Leader and the Transformational Leader can have many similarities, in
that the Transformational Leader may well be charismatic. Their main difference is in
their basic focus. Whereas the Transformational Leader has a basic focus of
transforming the organization and, quite possibly, their followers, the Charismatic
Leader may not want to change anything.
Despite their charm and apparent concern, the Charismatic Leader may well be
somewhat more concerned with themselves than anyone else. A typical experience with
them is that whilst you are talking with them, it is like being bathed in a warm and
pleasant glow, in which they are very convincing. Yet afterwards, ask the sunbeam of
their attention is moved elsewhere, you may begin to question what they said (or even
whether they said anything of significance at all).
The values of the Charismatic Leader are highly significant. If they are well-intentioned
towards others, they can elevate and transform an entire company. If they are selfish
and Machiavellian, they can create cults and effectively rape the minds (and potentially
the bodies) of the followers.
Their self-belief is so high, they can easily believe that they are infallible, and hence
lead their followers into an abyss, even when they have received adequate warning from
others. The self-belief can also lead them into psychotic narcissism, where their self-
absorption or need for admiration and worship can lead to their followers questioning
their leadership.
They may also be intolerant of challengers and their irreplaceability (intentional or
otherwise) can mean that there are no successors when they leave.

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Personal Characteristics of Visionary Leaders

Visionary leaders are likely to have many of the following personal characteristics:

[3] [4]
â A deep sense of personal purpose coupled with an unshakable self-confidence in the ability to
realise this purpose.
[5]
â A strong desire to take charge and make things happen, without being overly bossy .
[6] [7]
â A strong social presence and superb oral communication skills , often coupled with a reputation
[8]
of unconventional behaviour .
[9]
â A sensitivity to how people are feeling and an ability to influence others at a one-on-one level
through relational power[10].
â A willingness to take personal risks and make sacrifices in order to realise their vision[11].

In short, visionary leaders are confident, purpose driven people, who can connect well with others and
mobilise them into action. These characteristics emerge in different ways with different people as
illustrated by such notable figures as Bob Hawke, Sir Ôichard Branson, Mahatma Gandhi, Martin
Luther King, Jr. and Aung San Suu Kyi.

Behavioural Components of Visionary Leadership

Behavioural elements of transformational leadership common across various models include:

â Being able to communicate a clear vision of the future along with the gap between that vision and
[12]
current realities, in compelling and contextually relevant ways .
â Helping people to find purpose and meaning in their life through pursuit of this vision[13].
â Overtly modeling the values and attitudes needed in your own behaviour[14].
[15]
â Communicating clear and high standards regarding what you expect from those around you .
â Empowering staff with the authority to create innovative ways of realising the vision, whilst helping
staff align their ideas with the broader organisational solutions[16].
 [17]
â Engaging others in strategic and creative thinking around the realisation of the vision .
â Using a caring and coaching style of leadership in one-on-one settings, empathising with the
situation of staff whilst drawing forth creative solutions from the staff themselves[18].
[19]
â Ôecognising staff achievements and desired behaviours in personally meaningful ways.

  m' m

Charismatic leadership occurs when 

 
  a leaders behavior to extraordinary qualities
that they  the leader possesses. The term charismatic is an ancient Greek word that means,
gifted - or more specifically gifted by the gods.

Charisma is neither a personal trait, nor a behavior - although both contribute charismatic leadership.
Ôather, charisma emerges from the meaning that  place on our behavior and our habitual
tendencies. It is follower perception that ultimately creates charismatic leadership.

It is not surprising then that being sensitive to the needs, frustrations, hopes and dreams of others is
the first behavioral tendency that is likely to lead followers to view a leader as charismatic. Vision
matters, but only when it emotionally resonates with the existing mental state of those being led. This
is why Martin Luther King's (Jr), %m(mm  speech was able to capture the hearts and minds of
so many, while many of the corporate vision statements that adorn the walls of companies do not.
Leaders wanting to enhance their charismatic appeal, would do well to first see the world from the
eyes of those being led, and then frame a dual message that:

â Shows you understand what life is like for them (senitivity to followers).
â Offers hope of a more appealing future (vision).

It also appears that such emotionally connected behavior is more likely to be considered charismatic if
it is coupled with three other habitual actions:

â Personal risk in pursuit of the vision.

â Unconventional behavior.
â Astute reading of organizational realities and constraints, with an ability to work within these.