Charismatic and Transformational Leadership Discussion

Thanks to online free lectures and trainings such as those offered by Ted Talks, individuals have easy access to leaders discoursing on everything from the power of vulnerability to improving food systems to the secret to happiness. The most successful lectures of this type are certainly delivered by knowledgeable speakers, but perhaps the most shared lectures are delivered by speakers who are able to convey the information in a charismatic manner. Charismatic leaders are able to capture the attention of their followers, but transformational leaders are able to keep that attention and to affect change. Charismatic and transformational leaders can be found in most organizations; however, because followers may differ in private versus public and nonprofit organizations, it makes sense that charismatic and transformative leadership behaviors may differ in public and nonprofit organizations.

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For this Discussion, think for a moment about a leader in your community who is very charismatic. Think about how the leader exemplifies charisma. Pay particular attention to behaviors associated with charismatic leaders that influence followers. Then, consider the traits, abilities, and behaviors that are exemplified by a transformational leader.

With these thoughts in mind:

Post by Day 3 your explanation of how the behaviors of a charismatic leader compare with a transformational leader. Explain whether charisma always has a positive influence on followers, using specific examples. Finally, explain behaviors associated with transformative leadership and the impact of transformational leadership on followers.

Be sure to support your postings and responses with specific references to the Learning Resources and other current literature

• Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Thousand Oaks: CA: Sage Publications.
  • Chapter 8, “Transformational Leadership” (pp. 163-196)
  • Chapter 9, “Authentic Leadership” (pp. 197-225)
  • Chapter 10, “Servant Leadership” (pp. 227-256)
• Bellé, N. (2014). Leading to make a difference: A field experiment on the performance effects of transformational leadership, perceived social impact, and public service motivation. Journal of Public Administration Research and Theory, 24(1), 109–136.
  Retrieved from the Walden Library databases.

Optional Resources

• Eidenmuller, M. E. (n.d.). American rhetoric: Top 100 speeches. Retrieved
  February 10, 2014, from
  http://www.americanrhetoric.com/top100speechesall.html
• Garcia, J., Bladen, A., & John, S. (2010). Top down doesn’t drive the bottom line. Chief Learning Officer, 9(12), 70–73.
  Retrieved from the Walden Library databases.
• Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458–476.
  Retrieved from the Walden Library databases.
• Rowley, S., Hossain, F., & Barry, P. (2010). Leadership through a gender lens: How cultural environments and theoretical perspectives interact with gender. International Journal of Public Administration, 33(2), 81–87.
  Retrieved from the Walden Library databases.
• Tuomo, T. (2006). How to be an effective charismatic leader: Lessons for leadership development.Development and Learning in Organizations, 20(4), 19–21.
  Retrieved from the Walden Library databases.
• Williams, E. A., Pillai, R., Deptula, B., & Lowe, K. B. (2012). The effects of crisis, cynicism about change, and value congruence on perceptions of authentic leadership and attributed charisma in the 2008 presidential election. The Leadership Quarterly, 23(3), 324–341.
  Retrieved from the Walden Library databases.
• Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 26(4), 66–85.
  Retrieved from the Walden Library databases.