According to Wren (1995), “there is a special power entailed in transforming leadership…and may ultimately transform both leaders and followers into persons who jointly adhere to modal values and end values” (p.103). Transformational leaders are aware of the complex system that comprises a chaotic environment and they can respond to it by establishing a shared vision and in a way inspire the organization so that they can learn and evolve as they change and transform together.
Charismatic Leadership
According to Avolio and Yammarino (2002) charismatic leadership is a theory of leadership which refers “to a special quality that enables the leader to mobilize and sustain activity within an organization through specific personal actions combined with perceived personal characteristics” (p.108). The charismatic leader's greatest asset is his personality, charm and grace. Wren (2002) identifies envisioning, energizing and enabling as major types of behavior that are primary characteristics of the charismatic leader (p.109).
Charismatic leadership involves creating a vision of the future, which should be challenging, meaningful and worth pursuing. The vision must also be credible. (Wren 1995) This theory of leadership also maintains that its leaders must provide the necessary motivation to act—by exuding the confidence in their own ability to succeed. This motivational tactic provides the psychological advantage to enable the followers to perform in the face of challenging tasks or goals. (Wren 1995) A charismatic leader does not need any form of external authority or power and believes that he can gather followers through the way he presents himself and the way he treats and handles people. The charismatic leadership theory can be very useful for short-term projects for with this type of leadership, the group's success depends on the leader.
Situational Leadership
This type of leadership is based on the assumption that each situation is different and each requires a unique combination of followers, leaders, and leadership situations. Wren (1995) states “Situational leadership is an attempt to demonstrate the appropriate relationship between the leader’s behavior and a particular aspect of the situation—the readiness level exhibited by the followers” (p.207). The leadership style varies from one individual to another depending on the follower’s readiness level, competences, task areas, and their commitment to them. The situational leader's roles can be likened to a manager and parent at the same time. His leadership style changes when he is trying to influence and supervise someone. He can use any of the following leadership styles: directing, coaching, supporting, delegating depending on the situation that he is in. He can also use autocratic, participative or other leadership styles and techniques in order to succeed in the task.
Moral Leadership
Moral leadership is not just about preaching what is right or wrong or the insistence that one adhere to social conformity. Moral leadership emerges from a set of values. The idea behind moral leadership is to produce social change that will satisfy a follower’s authentic needs. (Wren, 1995, p.483) A moral leader is cognizant of the impact of his leadership on those who follow. Moral leadership is about practicing the dynamics of morality in leading other people, specifically emphasizing on the major obstacles that block its way: self-interest, impaired judgment, and power. Moral leadership, according to Burns (1978), leaders and the led have a relationship not only of power, but of mutual aspirations, needs, and values (p.4).
Similarities and Differences
Transformational and charismatic leadership are similar in that each leader is dynamic and facilitates change. However, transformational leaders are not as narcissistic as the pure charismatic leaders who capitalize their success through belief in themselves rather than belief in the people they lead. A transformation leader works to change the organization while the charismatic leader may not desire to change anything.
In transformational leadership, passion and confidence can be mistaken by the followers for truth and reality but if someone believes they are right, it doesn't necessarily mean that they are really right. This is how it is different with situational leadership where the leader plans what he will do depending on the scenario and the employee. All approaches, theories and models of leadership can be practiced in situational leadership as long as it fits in the situation and will prove to be effective. Leadership in a situation may require autocratic style; others may be effectively managed using participative approach. The required leadership styles may also depend on the different levels in the organization. The other leadership theories focus only on one style or approach.
Moral leadership upholds real values and ethics and doing the right thing. Charismatic leadership also places importance on values. However, it depends on the purpose. If the charismatic leader intends it for others, he can elevate and transform the whole organization but if he is selfish, then he can rape the minds of his followers and create cults. While the moral leader always does the right thing for the common good, the charismatic leader need admiration and worship for himself which sometimes lead to psychotic narcissism. While the situational leader patterns his leadership style according to the employee competences, task and level, the moral leader patterns his style to morality, ethics, and values in the way he interacts with other people in the organization. The transformational leader patterns his style with the vision that he wants to achieve for the organization while the charismatic leader's purpose is for his own self-interest.
Leadership Issues and Challenges
Tichy & Devanna (1990) state “At an organizational level, we need to prepare our institutions to engage in the struggle for transformation. We must accept the challenge regardless of where we sit in the organization” (p.9). The primary challenge for an organization is to have the correct leader in place to achieve the organizational vision. This challenge is overcome by fully understanding the types of leadership, the qualities associated with each leadership type, and having the ability to see the leadership traits in the employees. Nahavandi (2006) states “Our past and our current knowledge base will guide us toward continued understanding of who leaders are, what makes them effective, and how we can all learn to lead better”. History is cluttered with numerous scandals and corporate wrong doing due to ineffective leadership. When you have a charismatic leader leading an organization looking to transform into a global leader, the results may not be in line with what the organization envisioned.
When looking at all the various leadership theories available, as an organization, it is imperative to fully understand the type of leader the organization needs. Perhaps the ultimate catch-all leader is a situational leader. Perhaps the ideal leader is full of charisma and brings life to a dead organization. Or further still, perhaps the organization is geared towards social upgrade and a moral leader is needed. No matter what type of leadership is needed, there is a theory designed to get the organization to achieve its goals.
References:
Avolio, B. J., Yammarino F. J. (2008) Transformational and charismatic leadership: the road ahead. San Diego, CA: Emerald
Burns, J. M. (1978). Leadership. New York: Harper & Row
Clawson, J. G., (2006). Level Three Leadership: Getting below the surface (3rd ed.). Upper Saddle River, NJ: Pearson.
Nahavandi, A. (2006). The art and science of leadership (4th ed.) Upper Saddle River, NJ: Pearson
Tichy, N.M. & Devanna, M.A. (1990). The transformation leader. New York: John Wiley & Sons
Wren, J. T. (1995). The leader's companion: Insights on leadership through the ages. New York: The Free Press
http://www.legacee.com/Info/Leadership/LeaderResources.html
http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm
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http://books.google.com.ph/books?id=khYdztxw0KAC&pg=PA1&lpg=PA1&dq=moral+Leadership&source=bl&ots=haTz5hd7ge&sig=IOT_xOQp7eVkrqtZ_C_bfMntmus&hl=en&ei=p2e9So_eJoiQkQWRj_lW&sa=X&oi=book_result&ct=result&resnum=4#v=onepage&q=moral&f=false
