How Charismatic Leaders Obtain Powerful Influence
comparative Essay
1871 words
An illustrious man by the name of Dwight D. Eisenhower once defined leadership as “The art of getting someone else to do something you want done because he wants to do it.” This is precisely the type of manipulative thinking that certain narcissistic charismatic leaders possess, which often allows them to have a powerful influence over others. In this paper, I will examine the charismatic leadership style and discuss how charismatic leaders can obtain a resilient and persuasive influence over others in certain social situations. In particular, I will concentrate on charismatic leaders whom are personalized charismatic leaders, and whom possess the additional trait of narcissism, because when the three qualities are coalesced, the result has the potential to be extremely hazardous to everyone around.
Primarily, let us explore behaviors and traits that are associated with a person being viewed as a leader. Leaders are likely to be somewhat smarter, outgoing, motivated by their craving for influence and control, charismatic, very capable socially, fearless of change, certain of their guidance capabilities, and often have reduced neurosis (Aronson, Elliot, Wilson, Timothy D., & Akert, Robin M., 2007, p. 293). The contingency theory of leadership contends that leadership success is dependant upon the degree of how task focused or relationship focused the person who is leading is and the measure of power and influence the leader possesses over the followers (Aronson, et al., 2007, p. 294). There are several different leadership styles, such as autocratic, charismatic, exchange, situational, strategic, Laissez Faire, transformational, facilitative, and more. Each of these styles is unique, and often a leader may encompass more than on...
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In this essay, the author
- Explains that charismatic leaders are assertive, inspirational, enthusiastic, strong-minded, arrogant, and motivating. charismatic leaders have ideological aspirations, high expectations of themselves and their followers and take amazing risks.
- Explains that there are two major types of charismatic leaders: socialized and personalized.
- Concludes that there have been and will continue to be countless infamous leaders who are also charismatic leaders.
- Explains that narcissistic charismatic leaders possess manipulative thinking that allows them to have a powerful influence over others in certain social situations.
- Explains that narcissism is an extremely influential personality disorder, and when combined with charisma, it can be very dangerous.
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1083 wordsRead More - Leadership, Characteristics, Irrelevance, And Influenceargumentative essayInfluence is a captivating trait that is sought-after by many leaders; however, key elements are often missed because constant measuring is not in place. To gain a positive influence, it comes down to more than just personal motivation and ability. Leadership is a science; leadership is a practiced and developed trait. The power to influence is often broke down into six categories: personal, social, structure, each measuring ability and motivation independently.
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In this essay, the author
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- Explains that the basic premise behind trait theory was that are leaders born or made. they explain that early research considered the impact of situation variables that might moderate the relationship between leader trait and measure of leader effectiveness.
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- Analyzes the free online research paper entitled ‘good leaders are made, not born’, which was viewed on 25 september 2014.
- Opines that great leaders are made not born management essay was viewed on 26 september 2014.
- Analyzes profesorbaker’s worldwide english blog, 2011. an essay on leadership: is leader born or made?
- Explains that there are major differences between the personalities of made and born leaders.
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In this essay, the author
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In this essay, the author
- Explains the purpose of this assignment, which is to analyze the relevant concepts, theories, and models about leadership and describe one person who could be identified as a leader.
- Opines that being a sales manager is tough and challenging, but it isn't. they recall hearing great phrases from their manager, who is the best leader they've ever worked with.
- Opines that a transformational and charismatic leader should focus on three dimensions: vision, strategy, and people. the leader in question is the synonym of team management of leadership style.
- Opines that our leader is very effective. he is keen to have his team passionate about their jobs and tasks and more importantly focuses on achieving his goals and objectives.
- Opines that leadership can be made and not necessarily born, and a leader should be charismatic and have the capabilities to influence his followers and encourage his team.
- Explains that leadership is an attempt at influencing the activities of followers through the communication process and toward the attainment of some goal.
- Explains that emc is a global leader in enabling businesses and service providers to transform their operations and deliver itaas.
- Explains that big organizations like emc face a rapidly changing world, markets are rapidly globalizing, and technological advances allow distance to be easily transcended.
- Explains that lewin et al identified three types of leadership styles: autocratic, authoritarian, democratic, participative, and laissez-faire.
- Explains the difference between leadership and management. management is a set of well-known processes that help an organization to predictably do what it knows how to do well. leadership is not about attributes, it's about behavior.
- Describes the role of the country manager for emc corporation in qatar.
- Opines that leadership is interpersonal influence, exercised in a situation, and directed, through the communication process, toward the attainment of goals.
- Explains that leaders have to adapt to the changes in the organization and their roles keep changing.
- Cites donelly, ivancevich, gibson, and stogdill, m. (handbook of leadership: a survey of the literature).
- Explains the patterns of aggressive behavior in experimentally created "social climates." tannenbaum, weschler, and massarik.
- Cites gupta, a., kendra, c. and kotter, j.
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