Leadership and a Charismatic Leader Assignment Example | Topics and Well Written Essays - 1000 words

leading and a Charismatic Leader - Assignment ExampleCharismatic lead delegates authority and can break down out great influence on the attitude and performance of the team through their personality and charm. They use dust language and facial expressions in order to appeal to the emotions of employees and persuade them in full(prenominal) commitment to work (Yukl, 2001). In phone line, transformational leadinghiphip is based on a specific view of the future based on passion and energy. These leaders seek to persuade and consider the feelings of persons and encourage their participation in decision making. extensive enthusiasm and energy of transformational leaders invigorate employees to implement new changes and new goals into practice. The ability to motivate and inspire employees is a core for the transformational leader. In order to achieve optimal goals he/she takes into account motivation, reward, and commitment. In contrast to charismatic leaders transformational l eaders stimulate their followers efforts to be innovative and creative by questioning assumptions, reframing problems, and attack old situations in new ways (Stone, et al, 2004). 2. Fiedlers Least Preferred Co-worker (LPC) Theory defines three bases of leadership relationships, power, and task. The core of this approach is to think of employees a leader works and then to score this employee on a range of scales including positive factors and negative factors. Fiedler distinguishes two types of LPC leaders high and low leaders. It means that high LPC leaders score their employees positively while low LPC leaders see their subordinates more negatively. On these assumptions, Fiedler concludes that it is common for high LPC leaders to have positive relationships with employees and support them in achieving corporate goals while low LPC leaders do not support their subordinates putting takes and demanding the work will be done properly without personal participation. If leaders do not h ave good relations with employees, they can change the nature of communication with subordinates.