Charismatic Leadership Style Analysis

The leadership styles of charismatic are envisioning, energizing, and enabling. The envisioning is creating a picture of the future, desired future state which people can identify that they can generate excitement. Envisioning would be to set high expectations, articulating a compelling vision of it. The energizing is a directing of the generation of energy, motivation to act among members of organizations. The energizing demonstrating personal excitement, confidence, seeking, finding, and using success. Now there is the enabling is psychologically helping people act on their performants in the face of their challenging goals. Enabling would be to empathizing the personal support expressions. Roles and activities are what leaders do and the
skills refer to things which make leaders effective. Leadership is an ability, meaning a leader has a capacity to do something through talent and skill. The leader makes adjustments, and leaders who fails to adjust to the territory lose their way. Leaders helps everyone feel empowered, in many organizations with bad histories there is a leap of faith. The oriented leadership style, focus on organizing, supporting, and developing your team members. The best leadership style to use is one that has both a high concern for people and a high concern for the task – it argues that you should aim for both, rather than trying to offset one against the other. Being a leader makes them to think about what your team members want and need. The strengths and weaknesses of the six leadership styles that can be used are, Visionary, Coaching, Affiliate, Democratic, Pacesetting, and Commanding. It shows how each style can affect the emotions of the team members. Transformational leaders want to transform their teams and organizations, leaders who rely on charisma often focus on themselves and their own ambitions, and they don’t want to change anything. The charismatic leaders might believe that they can do no wrong, even when others warn them about the path that they 're on. The feeling of invincibility can severely damage a team or an organization. The leadership style starts with the idea that the team members agree to obey their leaders when they accept a job. The "transaction" usually involves organization paying team members in return for their effort and compliance on a short-term task. The leader has a right to "punish" team members if their work hasn’t meet the appropriate standard. The planning refers to setting goal for the organization or the group that is being lead, and goes on till each member is aware of the duty’s and contribution as expected. The activities are coordinated by the leader 's planning. The process of hiring and recruiting people for the organization, and starts from developing job descriptions for position openings. A good leadership requires deep human qualities, beyond conventional notions of authority. The leadership requires attitudes and behaviors which characterize and relate to humanity. Leadership training is the process of teaching the employee on job skills such as, orienting employee, holding seminars, clarifying roles, duties, are part of training which is a job for the leaders. Leaders have a very important role to play in the organization in terms of managing people 's problems and organizational problems. Leaders are the one who defines problems, selects alternatives, and actually decides what to do. The leadership involves decisions and actions relating to all sorts of other things the leadership is special compared to any other role because of its unique responsibility for people. The leaderships processing refers to managing day to day work in, overseeing, documenting, and reporting. They have to processes mails, reads reports, and writes reports. Manager are responsible for monitoring and evaluating the performance of employees and organization as a whole. A good leadership demands emotional strengths and behavioral characteristics which can deeply draw on a leader 's mental and spiritual reserves. Leaders are followed because people trust and respect them, the skills they possess.
The classic styles has two major styles, which are task and relationship. The task style is that the tasks that members need to do and when and how they need to do them. The relationship style is that the leaders have a close and personal relationship with their members of their group, and there is an open communication, psychological and emotional support. Some leaders have one style, right for certain situations and, some adapt different leadership styles for given situations. The key leadership effectiveness is to match up situations with the appropriate style, and there are four basic styles, they are telling style, selling style, participating style, and the delegating style. The telling style is a high task, low relationship style, and effective when the followers are at a very low level of maturity. Selling style is high task, high relationship style and effective when the low side of maturity. The participating style is low task, high relationship style and the effective the followers are high side of maturity. The delegating style is low task, low relationship style and effective follower are very high level of maturity. The behaviors and the approaches of a great leader they drew from their modern theories of the charismatic and transformational. The ten activities as a core leadership style, and they have a great impact on the organization. These ten are: vision, describes a better future for followers. Passion and self-sacrifice, have a strong conviction of moral correctness of their vision. Confidence, determination, and persistence, display a high level of the confidence and determined to achieve their set targets, and deterred very little by hindrances. The status quo and therefore, likely to offend those who stake in preserving established orders. Image building, develop an extraordinary image of themselves, tend to use the image to motivate and convince the followers. Role modelling, pay the role models leading from the front, of the perceived positively role models. The external representation, the leadership pay role of spokesperson for the organization. Expectation and the confidence in the followers, leaders have a high expectation, and high confidence in them. The selective motive arousal, the motives are beneficial for the organization. The successful accomplishment of the vision and the mission. The frame alignment, ability to convince the followers to accept and implement change. The leader’s activities, goals, and the ideology, becomes congruent and complementary. Inspirational communication, the charisma and ability to influence people by their talk.
As a leader the responsibility extends beyond leading people.
Managers have 12 categories with the observable behavioral descriptors. Communication exchanging routine information and the processing the paperwork. The exchanging routine information is to answer routine procedural questions, receiving and the disseminating requested information, conveying in the results of meetings, giving, receiving routine information over phone and the email, and then they staff meetings of informational nature. The processing of the paperwork, processing mail, reading the reports, inbox, writing reports memos and letters, routine financial reporting and the bookkeeping, the general desk work. The traditional management is the planning, decision making, and the controlling. The planning and the coordinating is setting goals and objectives, defining tasks that are needed to accomplish the goals, scheduling employees timetables, assigning taste and providing the routine instructions, coordinating the activities of each work group to the members so they can keep work running smoothly, and the organizing the work. Monitoring and controlling performances are inspecting the work, walking around and checking things out, touring, monitoring the performance data, and preventive maintenance. The decision making and the problem solving would be to defining the problems, choosing between two or more alternatives or even strategies, handling day to day operational crises as they arise, weighing the
tradeoff cost benefit analyses, actually deciding what to do, and developing new procedures to increase the efficiency. Human resource management is motivating, reinforcing, disciplining punishing, managing conflicts, staffing and training developing. The managerial activities and behavioral for the human resource management are staffing and that includes developing a job description for the position openings, reviewing applications, interviewing the applicants, hiring them, contacting applicants to inform them of being hired or not, and the final step for staffing would be to filling in where needed. The training and developing is one of the other steps to the human resource management and those are orienting employees, arranging for training seminars, clarifying the roles, duties, job descriptions, coaching, mentoring, walking the work group members through the tasks, and helping work group members with personal development plans. The motivating and reinforcing is another step and these are, allocating formal organizational rewards, asking for some input, participation, conveying appreciation, compliments, giving positive performance feedback, increasing the job challenge, delegating responsibility and authority, letting the work group members determine how to do their own work, and to sticking up for the group to managers and others, backing a work group member. Then there is the disciplining and punishing and these are enforcing rules, policies, nonverbal glaring harassment, demotion, firing, layoffs, any formal organizational reprimand or notice, the chewing out a work group member, criticizing, and giving negative performance feedback. The last step for the human resource management is managing conflict are, managing interpersonal conflict between work group members or others, appealing to higher authority to resolve a dispute, appealing to the third party negotiators, trying to get cooperation or consensus between conflicting parties, and the attempting to resolve conflicts between a work group member and self. The networking contains of socializing politicking and interacting with outsiders. The interacting with outsiders are public relations, customers, contacts with the suppliers, vendors, external meetings, and the community service activities. The socializing politicking are non-correlated chitchat, informal joking around, basing, discussing rumors, hearsay, grapevine, complaining, griping, putting others down, politicking, gamesmanship (Organizational Behavioral). The leaders must be able to function, appreciate and adapt to all the aspects of the cultural diversification. Leaderships are mostly about behavior, especially towards others, strive for these things generally regarded and respected as leaders by their people.
The success is defined in the terms of speed of promotion within an organization. The importance of the networking in the real managers success is very apparent, the four major activities, is the networking had a statistically significant relationship with success. The networking made the biggest relative contribution to the manager success and the importantly, human resource management activities made least relative contribution. Managers spend relatively more time and effort socializing, politicking, and interacting with the outsiders than did their less successful counterparts. The measurement effectiveness, getting the job done through high quantity, quality standards of the performance, getting the job done through people requiring their satisfaction and the commitment. It’s found that the communication and the human resource management activities made far largest relative contribution to manager’s effectiveness and traditional management activities, human oriented activities communication. The networking activity had a far strongest relative relationship to the success, weakest to effectiveness. The other hand the human resource management activities has strong relationship to the effectiveness, the weakest relative relationship to success.
The suggested leadership skills critical to the success in global economy includes, cultural flexibility cultural awareness and the sensitivity, recognize, celebrate the values of the diversity in their organizations.
There communication skills, the HRD skills, skills of the developing a learning climate, designing, conducting training programs, transmitting information. Creativity, problem solving, innovation, creativity, provide a climate encourage creativity, assists their people to be creative. The self-management of the learning, continuous learning of new knowledge and the skills, they must be self-learning. There are some skills of a successful leaders and managers as their subjects of study are these skills: verbal communication skills are essential for the managers and leaders in order to communicate the effectively, the subordinates or followers. Managing the time and stress, the leaders and managers are the people that under greatest stress have very little time to do large number of activities. Managing individual decisions, give authority to the people to make decisions, ensure that the right decisions are made to responsible for the decision making. Solving problems work of a manager is the problem solvers solving the problems of organization, employees, and the subordinates. Motivating is a prime responsibility to create urge to work among people in organizations. Delegating, and setting goals and the articulating a vision, basic functions of the mangers is
setting goals and articulate visions to people, communicate objectives, missions, and the path towards goals. Self-awareness is managers need to be aware of the abilities, should help people realize their true potential. Team building becoming important aspect of every manager’s job since the organization is preferred to leverage expertise. The managing conflicts, managing and resolving individual group conflicts within the organization.
There are a lot of things to being a leaders or manager. They need to know the different skills, activities, and styles they are able to us in a day to day proses.

REFERENCES
Leadership development methods and tips (1995-2014) www.businessballs.com By Alan Chapman
Leadership Styles Choosing the Right Approach for the Situation (1996-2014) www.mindtool.com

GREAT LEADERS: STYLES, ACTIVITIES AND SKILLS www.guide2womenleaders.com

Organizational Behavior, (2008) by Fred Luthans, eleventh edition pages 441-465