Leadership Theories: Neocharismatic Theories
2.6.5 Neocharismatic Theories
These sets of theories are based on the emotional appeal of the leaders and the extraordinary commitment of the followers. Charismatic leadership theory says that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.
Charismatic leaders normally begin the process of influencing by articulating an appealing vision to the followers. The leader then communicates high performance expectations and expresses confidence that followers can attain them. The leader conveys, through action and words, a new set of values and, by his behavior, sets an example for followers to imitate. The charismatic leader makes self-sacrifice and engages in unconventional behavior to demonstrate courage and convictions about the future.
Another theory, which is evincing keen interest amongst the research groups, is the Transformational leadership theory. Most of the leadership theories discussed earlier has concentrated on the "transactional aspect" of leadership. The leaders guided, motivated their followers in the direction of established goals by clarifying role and task requirements. Transformational leaders also inspire the followers but they transcend their own self-interests for the good of the organization. They provide individual consideration and intellectual stimulation and above all possess charisma.
Visionary leadership is the ability to create and articulate a realistic, credible, attractive vision of the future for an organization, which grows out of and improves upon the present. This "vision" if selected properly can give a jump-start by stimulating the followers. The key properties of a vision are value centered, inspirational and realizable. Leaders trying to use the visionary approach have to be excellent orators to effectively communicate the "vision".
Vroom and Yetton's NORMATIVE DECISION THEORY focuses on decision making as a key determinant of leader effectiveness. According to this theory different situations call for different styles of decision making (e.g., autocratic consultative, Participative) by leaders. Decisions about the most appropriate style of decision making for a given situation are made on the basis of answers to questions regarding the quality of the decision required and the degree to which it is important for followers to accept and be committed to the decisions made. Complex decision trees are used to guide Managers to the appropriate styles of leadership.
