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Charismatic and Transformational Leadership

Topic: Charismatic and Transformational Leadership

Welcome Notes:
WELCOME BS ENTREP STUDENTS!!!
Get ready to be challenged…
Learn something new every day by adapting the
‘New Normal’

I. INTRODUCTION:

This module is about the course Entrepreneurial Leadership in an Organization covers the leadership
theories, skills and practices necessary for effectiveness in varied entrepreneurial settings, including private
businesses, corporations, not-for-profit organizations, and social movements. This will cover the parts of
“Charismatic and Transformational Leadership.” Module 3 focuses also on the meanings of charisma, three
types of charismatic leaders, characteristics of charismatic leaders, the vision component of charismatic
leadership, the communication style of charismatic leaders, the development of charisma, transformational
leadership, and concerns about charismatic leadership.

II. OBJECTIVES:
At the end of this module, you should be able to:
1. describe many of the traits and behaviors of charismatic leaders;
2. explain the visionary component of charismatic leadership;
3. explain communication style of charismatic leaders;
4. develop an action plan for charisma;
5. explain the nature of transformational leadership;
6. identify several of the impacts of charismatic and transformational leadership on performance and
behavior; and
7. describe the concerns about charismatic leadership from the scientific and moral standpoint.

III. PRELIMINARY ACTIVITY:

Before you proceed to the main lesson, test yourself in this activity.

Instructions: Read the article and answer the questions below.

Panera Bread Co. is the major player in the fast-casual restaurant business, referring to the space
between fast-food and fine dining. The restaurant chain, with over 1,700 outlets in the United States and
Canada, is headed by Ron Shaich, a business leader who feels committed to reducing poverty, including
hunger. His combination of business success, intelligence, and commitment to his values has inspired many
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Charismatic and Transformational Leadership
people to recognize that Shaich is making an impact on society. He is also regarded as a restaurant business
visionary.
The Panera Cares cafés originated by Shaich are located in areas that have struggled economically,
including Detroit and St. Louis, and where the customer base is mixed income. In these five cafés, there are
no prices listed next to menu items and no cash registers. Instead, the customer finds donation boxes at the
end of the counter with signs reading, “Take what you need, leave your fair share.” Panera cashiers take
food orders and dispense receipts indicating how much the items typically cost. The customer decides how
much cash to leave, or how much to charge his or her credit card.
Shaich notes that about one million customers per year are served in these cafés. Twenty percent
of customers leave more than the suggested donation; 60 percent leave the suggested donation; and 20
percent leave considerably less than the suggested donation. Some people, particularly bands of teenagers,
have abused the system.
Shaich says many critics thought it didn’t make business sense for a publicly traded company to
devote time and resources to building a nonprofit enterprise. He explains that Panera Care is a conscious
approach to business whereby making a difference in the community strengthens the business. “Panera
Cares is a powerful differentiator,” he says, “that helps build trust with our customers, pride with our
associates, and ultimately enhances the competition.”
Shaich knows that five pay-what-you-want cafés will not cure poverty nor end world hunger. Yet they
can be a stimulus for other consumer companies such as Home Depot and Gap to reach out to the neediest
members of the community. He believes that more companies should do more than extract profits from
society.
Questions:
1. How Ron Shaich illustrates a couple of key points about charismatic and transformational leaders?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
2. Describes the charisma of Ron Shaich.
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________

GREAT!!!
You may now proceed to the main lesson.

IV. LESSON PROPER:

Let’s Based on the preliminary activities, what did you notice about it?
Begin! ________________________________________________________
CONGRATULATIONS!
You may now proceed to the lesson.
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Charismatic and Transformational Leadership
Module 3: Charismatic and Transformational Leadership
The following are discussed in this module:
• The Meanings of Charisma
• Three Types of Charismatic Leaders
• Characteristics of Charismatic Leaders
• The Vision Component of Charismatic Leadership
• The Communication Style of Charismatic Leaders
• The Development of Charisma
• Transformational Leadership
• Concerns about Charismatic Leadership

The Meanings of Charisma

Charisma- like leadership itself, has been defined in various ways. Nevertheless, there is enough
consistency among these definitions to make charisma a useful concept in understanding and practicing
leadership. Charisma is a Greek word meaning “divinely inspired gift.”
• Charisma: A Relationship Between the Leader, Group Members, and Other Stakeholders
A key dimension of charismatic leadership is that, like all leadership, it involves a relationship or
interaction between the leader and the people being led. Furthermore, the people accepting the leadership
must attribute charismatic qualities to the leader. Charismatic leaders use impression management to
deliberately cultivate a certain relationship with group members. In other words, they take steps to create a
favorable, successful impression, recognizing that the perceptions of constituents determine whether they
function as charismatic leaders.
• The Effects of Charisma
The study of charisma grows in importance when its effects are recognized, such as whether by being
charismatic a leader can enhance productivity, lower accidents, and enhance job satisfaction. Much of the
impact of charisma is based on the positive affect (emotion) the charismatic leader triggers among the group
members. Charismatic leaders emotionally touch subordinates is through enhancing their positive affect.

Three Types of Charismatic Leaders

The everyday use of the term charisma suggests that it is a straightforward and readily understood
trait. As already explained, however, charisma has different meanings and dimensions.
• Socialized charismatic is a leader who restrains the use of power in order to benefit others. This type of
leader also attempts to bring group members’ values in line with his or her values.
• Personalized charismatic. Such individuals serve primarily their own interests and so exercise few
restraints on their use of power. Personalized charismatics impose self-serving goals on constituents,
and they offer consideration and support to group members only when it facilitates their own goals.
• Celebrity charismatic can be found in organizational life as well as in the political and entertainment
realms. Charismatic people of this type may overlap with the other types such as being socialized and
personalized.
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Charismatic and Transformational Leadership
Characteristics of Charismatic Leaders
The outstanding characteristic of charismatic leaders is that they are charismatic, and therefore they
can attract, motivate, or lead others. They also have other distinguishing characteristics. Because charisma
is a key component of transformational leadership, many of these characteristics also apply to
transformational leaders.
Transformational leader is one who brings about positive, major changes in an organization. Many
charismatic leaders, however, are not transformational. Although they inspire people, they may not bring
about major organizational changes.
• Charismatic leaders are visionary because they offer an exciting image of where the organization is
headed and how to get there.
• Charismatic leaders also possess masterful communication skills. To inspire people, the charismatic
leader uses colorful language and exciting metaphors and analogies.
• Another key characteristic is the ability to inspire trust. Constituents believe so strongly in the integrity of
charismatic leaders that they will risk their careers to pursue the chief’s vision.
• Charismatic leaders are also able to make group members feel capable. Sometimes they do this by
enabling group members to achieve success on relatively easy projects. They then praise the group
members and give them more demanding assignments
• Charismatic leaders demonstrate an energy and action orientation. Like entrepreneurs, most charismatic
leaders are energetic and serve as role models for getting things done on time.
• Emotional expressiveness and warmth are also notable. A key characteristic of charismatic leaders is
the ability to express feelings openly.
• Another trait of charismatic leaders is that they romanticize risk. They enjoy risk so much that they feel
empty in its absence. In addition to treasuring risk, charismatic leaders use unconventional strategies to
achieve success.
• Charismatic leaders often have a self-promoting personality. They frequently toot their own horn and
allow others to know how important they are.

The Vision Component of Charismatic Leadership

A major buzzword in leadership and management is vision, the ability to imagine different and better
future conditions and ways to achieve them. A vision is a lofty, long-term goal.
✓ Many people use the terms vision and mission interchangeably, yet management theorists see them
differently. According to organizational change specialist Peter M. Senge, a mission is a purpose, and
reason for being, whereas a vision is a picture or image of the future we seek to create.20 A mission of
a company that rents private warehouse space to consumers and small business might be, “To extend
the living and working space of responsible people.” The same company’s vision might be, “To create a
more comfortable, less cramped world for the decades ahead.”
✓ Creating a vision is one of the major tasks of top management, yet quite often vision statements fail to
inspire constituents. According to Jim Collins, a vision statement is likely to be more inspirational when
it combines three elements:
1. A reason for being beyond making money
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Charismatic and Transformational Leadership
2. Timeless, unchanging core values
3. Ambitious but achievable goals
✓ Vision statements typically relate to the entire organization, yet a leader or manager responsible for an
organizational unit can have a vision about what he or she is attempting to accomplish. Visions have
become so popular that some companies have them reproduced on wallet-size plastic cards, key rings,
and coffee mugs. It has been said than an effective vision fits on a T-shirt. Here are several sample
visions statements:
• Google: To make nearly all information accessible to everyone all the time.
• Microsoft Corporation: To enable people throughout the word to realize their potential.
• Anheuser-Busch: Be the world’s best beer company. Through all of our products, services,
and relationships, we will add to life’s enjoyment.
• GM: GM’s vision is to be the world leader in transportation products and related services. We
will earn our customers’ enthusiasm through continuous improvement driven by the integrity,
teamwork, and innovation of GM people.
• Kraft Foods: Helping People Around the World Eat and Live Better.
To create a vision, obtain as much information from as many of the following sources as necessary:
✓ Your own intuition about developments in your field, the market you serve, demographic trends in your
region, and the preferences of your constituents.
✓ The work of futurists (specialists in making predictions about the future) as it relates to your type of work.
✓ A group discussion of what it takes to delight the people your group serves.
✓ Annual reports, management books, business magazines, and Internet search engine results to uncover
the type of vision statements formulated by others.
✓ Group members and friends; speak to them individually and collectively to learn of their hopes and
dreams for the future.
✓ For a vision of the organizational unit, support the organization’s vision. You might get some ideas for
matching your unit’s vision with that of the organization.

The Communication Style of Charismatic Leaders

Charismatic and transformational leaders typically communicate their visions, goals, and directives in
a colorful, imaginative, and expressive manner. In addition, they communicate openly with group members
and create a comfortable communication climate.
Leadership by Inspiration
According to Jay A. Conger, the era of managing by dictate is being replaced by an era of leadership
by inspiration. An important way to inspire others is to articulate a highly emotional message. Conger has
observed two major rhetorical techniques of inspirational leaders: the use of metaphors and analogies, and
the ability to gear language to different audiences.
Metaphors and Analogies A well-chosen analogy or metaphor appeals to the intellect, to the imagination,
and to values.
Gearing Language to Different Audiences Metaphors and analogies are inspiring, but effective leaders
must also choose the level of language that will suit their audience. This is important because constituents
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Charismatic and Transformational Leadership
vary widely in verbal sophistication.
Leadership by Storytelling
Another significant aspect of the communication style of charismatic and transformational leaders is
that they make extensive use of memorable stories to get messages across. Leadership by storytelling is the
technique of inspiring and instructing team members by telling fascinating stories. The technique is a major
contributor to building a strong company culture. Storytelling also helps bring out the need for organizational
change.
Extensive Use of Social Networking
To help facilitate their interpersonal communication, charismatic leaders make extensive use of social
networks—both in face-to-face interactions and through social media websites.
• Face-to-Face Networks Charismatic leaders are aware of the importance of face-to-face interactions for
establishing effective relationships with constituents.
• Social Networking Sites The charismatic leader goes beyond the ordinary use of public social
networking sites (such as Facebook, Twitter, G+, and LinkedIn), and company-special social media
sites. The ordinary use of these websites would be to post status reports, present due dates, ask
questions, and perhaps post trivial personal information.
A few examples of messages that might project charisma are as follows:
✓ I liked the cost-saving suggestion you made in this morning’s meeting. I think it will result in cost-
effective savings
✓ Congratulations on having attained your certification as a professional office administrator. Our
company can use more professionalism like that
✓ I am so sorry that Taboo, your 15-year-old-cat, passed away. Yet it’s wonderful to know that you
had all the love and friendship for so long. (A charismatic leader will often show empathy.

The Development of Charisma

A person can increase charisma by developing some of the traits, characteristics, and behaviors of
charismatic people. Several of the charismatic characteristics described earlier in the chapter are capable of
development. In this section, we examine several behaviors of charismatic people that can be developed
through practice and self-discipline.
Techniques for Developing Charisma
• Create Visions for Others Being able to create visions for others will be a major factor in your being
perceived as charismatic. A vision uplifts and attracts others. To form a vision, use the guidelines
presented previously in the chapter. Another characteristic of an effective vision formulated by the leader
is that it connects with the goals and dreams of constituents.
• Be Enthusiastic, Optimistic, and Energetic A major behavior pattern of charismatic people is their
combination of enthusiasm, optimism, and high energy. Without a great amount of all three
characteristics, a person is unlikely to be perceived as charismatic by many people.
Be Sensibly Persistent Closely related to the high energy level of charismatics is their almost-never-accept-
no attitude. I emphasize the word almost because outstanding leaders and individual contributors also know
when to cut their losses.
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Remember People’s Names Charismatic leaders, as well as other successful people, can usually
remember the names of people they have seen only a few times. This ability is partly due to the strong
personal interest charismatic leaders take in other people.
Develop Synchrony with Others A subtle, yet defining, aspect of a truly charismatic person is one who
connects well with others. The other person stands up straight, and so do you; when he or she slouches, you
do also. Charismatic people make these postural adjustments almost subconsciously, or at least without
giving the process much thought.
Develop a Personal Brand, Including Making an Impressive Appearance A current trend in career
advancement is to build a personal brand. Understanding your basket of strengths forms the basis for
developing your personal brand. Another component of your personal brand is your appearance. By creating
a polished appearance, a person can make slight gains in projecting a charismatic image.
Be Candid Charismatic people, especially effective leaders, are remarkably candid with people. Although
not insensitive, the charismatic person is typically explicit in giving his or her assessment of a situation,
whether the assessment is positive or negative.
Display an In-Your-Face Attitude The preferred route to being perceived as charismatic is to be a positive,
warm, and humanistic person. Yet some people, including business and sports figures, earn their reputation
for charisma by being tough and nasty.

Transformational Leadership
Transformational leadership focuses on what the leader accomplishes, yet it still pays attention to the
leader’s personal characteristics and his or her relationship with group members. As mentioned previously,
the transformational leader helps bring about major, positive changes by moving group members beyond
their self-interests and toward the good of the group, organization, or society. The essence of transformational
leadership is developing and transforming people. In contrast, the transactional leader focuses on more
routine transactions, rewarding group members for meeting standards (contingent reinforcement).
• How Transformations Take Place
Leaders often encounter the need to transform organizations from low performance to acceptable
performance or from acceptable performance to high performance. At other times, a leader is expected to
move a firm from a crisis mode to high ground. To focus our discussion specifically on the leader’s role, we
look at ten ways in which transformations take place.
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1. Raising people’s awareness. The transformational leader makes group members aware of the
importance and values of certain rewards and how to achieve them.
2. Helping people look beyond self-interest. The transformational leader helps group members look to the
big picture for the sake of the team and the organization.
3. Helping people search for self-fulfillment. The transformational leader helps people go beyond a focus
on minor satisfactions to a quest for self-fulfillment.
4. Helping people understand the need for change. The transformational leader must help group members
understand the need for change both emotionally and intellectually.
5. Investing managers with a sense of urgency. To create the transformation, the leader assembles a
critical mass of managers and imbues in them the urgency of change.
6. Committing to greatness. By adopting this greatness attitude, leaders can ennoble human nature and
strengthen societies. Greatness encompasses striving for business effectiveness such as profits and high
stock value, as well as impeccable ethics.
7. Adopting a long-range perspective and at the same time observing organizational issues from a broad
rather than a narrow perspective. Such thinking on the part of the transformational leader encourages many
group members to do likewise.
8. Building trust. Another useful process for transforming a firm is to build trust between leaders and group
members, particularly because distrust and suspicion are rampant during a company revival.
9. Facilitating proactive behavior. Another way in which transformational leaders bring about
transformations is to facilitate proactive behavior on the part of subordinates. By being proactive,
subordinates take the initiative to bring about positive change.
10. Concentrating resources on areas that need the most change. The turnaround artist or transformational
leader cannot take care of all problems at once in a troubled organization.
• Attributes of Transformational Leaders
Transformational leaders possess the personal characteristics of other effective leaders, especially
charismatic leaders. In addition, a compilation of studies suggests that nine qualities are particularly helpful
in enabling leaders to bring about transformations. Above all, transformational leaders are charismatic. Two
key personality factors enhancing their charisma are agreeableness and extraversion, which combine to
enhance their interpersonal relationships. Of these, extraversion had the biggest impact. One reason is that
managers who use the transformational leadership style tend to score higher on emotional intelligence. A
specific attribute here is that transformational leaders read emotions well.
• The Impact of Transformational and Charismatic Leadership on Performance and Behavior
The general picture of the impact of transformational leadership is that, at its best, it can arouse
followers to a higher level of thinking. Transformational leaders appeal to the ideals and values of their
constituents, thereby enhancing commitment to a carefully crafted vision. Here we look at several empirical
studies about the effects of charismatic and transformational leadership in work settings.
✓ Overall Validity of Transformational Leadership Timothy A. Judge and Ronald F. Piccolo reviewed
eighty-seven studies to examine the impact of transformational leadership on various measures of
performance. The researchers also evaluated the impact of transactional leadership and laissez-
faire leadership on performance.
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Transformational leadership showed the highest overall relationships on six criteria:
(a) follower job satisfaction,
(b) follower leader satisfaction,
(c) follower motivation,
(d) leader job performance,
(e) group or organization performance, and
(f) rated leader effectiveness.
✓ Team Level Performance Transformational and charismatic leadership also have positive effects on
work teams. A study investigated the relationship between charismatic leadership behavior and team
performance in both work settings in the United States and India, and in teams working on a
simulation project in a business strategy course.
✓ Organizational Level Performance A group of researchers studied the impact of leadership
effectiveness on organizational performance that reinforces several of the ideas already presented
in this book. The accompanying Leader in Action insert illustrates a leader who helps bringing about
major changes in one of the world’s best-known business corporations.

Concerns about Charismatic Leadership

Up to this point, an optimistic picture has been painted of both the concept of charisma and charismatic
leaders. For the sake of fairness and scientific integrity, contrary points of view must also be presented. The
topic of charismatic leadership has been challenged from two major standpoints: the validity of the concept
and the misdeeds of charismatic leaders.
• Challenges to the Validity of Charismatic Leadership
Some leadership researchers doubt that charisma can be accurately defined or measured. Conducting
research about charisma is akin to conducting research about high quality: You know it when you see it, but
it is difficult to define in operational terms. Furthermore, even when one leader is deemed to be charismatic,
that leader has many detractors. According to the concept of leadership polarity, leaders are often either
revered or vastly unpopular.
• The Dark Side of Charismatic Leadership
Some people believe that charismatic leadership can be exercised for evil purposes. This argument
was introduced previously in relation to personalized charismatic leaders. Some charismatic leaders are
unethical and lead their organizations and outsiders toward illegal and immoral ends. People are willing to
follow the charismatic leader down a quasi-legal path because of his or her personal magnetism

We had just finished the discussion on Charismatic and

Transformational Leadership. Let’s move on to the next higher level of activity/ies
or exercise/s that demonstrate your potential skills/knowledge of what you have
learned.
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Charismatic and Transformational Leadership

V. ANALYSIS, APPLICATION AND EXPLORATION

Name: ______________________________ Course & Section: __________________

Identify the statement and write your answer on the space provided.
____________________________1. The ____________ is like all leadership, it involves a relationship or
interaction between the leader and the people being led.
____________________________2. A type of Charismatic Leader where a leader need to restrains the use
of his/her power in order to benefit others.
____________________________3. It impose self-serving goals on constituents, and they offer
consideration and support to group members only when it facilitates their own goals.
____________________________4. It focuses on what the leader accomplishes, yet it still pays attention to
the leader’s personal characteristics and his or her relationship with group members.
____________________________5. The _______________________ is a technique of inspiring and
instructing team members by telling fascinating stories.

Finally, let us summarize the lesson of what we had discussed today.

VI. GENERALIZATION
Summing up of the lesson.
• Charisma is a special quality of leaders whose purposes, powers, and extraordinary determination
differentiate them from others. It is also a positive and compelling quality of a person that makes many
others want to be led by that person. An important element of charismatic leadership involves the
attributions made by group members about the characteristics of leaders and the results they achieve.
Social network members often influence a person’s attributions of charisma. The relationship between
group members and the leader is important because of these attributions. Charismatic leaders frequently
manage their impressions to cultivate relationships with group members.
• Much of the impact of charisma is based on the positive effect the charismatic leader triggers among
group members. A study with firefighters showed that having a charismatic leader contributed to their
happiness. In a top-level executive position, being perceived as not having enough charisma can lead to
your downfall.
• Three major charismatic leader subtypes are socialized (helping others), personalized (self-interested),
and celebrity. Charismatic leaders have characteristics that set them apart from non-charismatic leaders:
They have a vision, masterful communication skills, the ability to inspire trust, and the ability to make
group members feel capable. They are tactful; they have energy and an action orientation; they are
emotionally expressive and warm; they romanticize risk; they use unconventional strategies; they have
self-promoting personalities; and they emphasize being dramatic and unique.
• The idea of vision is closely linked to charisma because charismatic leaders inspire others with an
uplifting and attractive vision. Visionaries may have different levels of brain activities than non-visionaries
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in certain areas of the brain. A vision is more future-oriented than a mission. In formulating a vision, it is
helpful to gather information from a variety of sources, including one’s own intuition, futurists, and group
members.
• Charismatic and transformational leaders communicate their visions, goals, and directives in a colorful,
imaginative, and expressive manner. Communication effectiveness allows for management by
inspiration. One technique for inspiring others is to use metaphors, analogies, and organizational stories.
Another is gearing language to different audiences. Charismatic and transformational leaders also
extensively use memorable stories or anecdotes to get messages across. Social networking sites can
be used to communicate the leader’s charisma.
• A person can increase his or her charisma by developing some of the traits, characteristics, and
behaviors of charismatic people. The suggestions presented here include creating visions for others;
being enthusiastic, optimistic, and energetic; being sensibly persistent; remembering people’s names;
developing a personal brand and making an impressive appearance; being candid; and displaying an in
your-face attitude.
• To bring about change, the transformational leader attempts to overhaul the organizational culture or
subculture. Specific change techniques include raising people’s awareness of the importance of certain
rewards and getting people to look beyond their self-interests for the sake of the team and the
organization. Transformational leaders help people search for self-fulfillment and understand the need
for change, and they invest managers with a sense of urgency. The transformational leader also commits
to greatness, adopts a long-range perspective, builds trust, facilitate proactive behavior by subordinates,
and concentrates resources where change is needed the most.
• Transformational leaders have characteristics similar to those of other effective leaders. In addition, they
are charismatic, extraverted, create a vision, encourage personal development of the staff, and give
supportive leadership. Emphasis is also placed on empowerment, innovative thinking, and leading by
example. Transformational leaders are likely to be strong on moral reasoning.
• Transformational leadership can arouse followers to a higher level of thinking and to engage in more
constructive behavior. Transformational leadership is positively related to the criteria of follower job
satisfaction, leader satisfaction, follower motivation, leader job performance, group or organization
performance, and rated leader effectiveness. Transactional leadership attains the same results to a
lesser degree, whereas laissez-faire leadership is negatively related to such criteria. Transformational
and charismatic leadership also have positive effects on work teams. A study showed that being
perceived as a transformational leader is related to the performance of small-size and medium-size firms.
• One concern about charismatic and transformational leadership is that the concept is murky. Many non-
charismatic leaders are effective. Another concern is that some charismatic leaders are unethical and
devious, suggesting that being charismatic does not necessarily help the organization. A true charismatic
and transformational leader is highly concerned about human welfare and attaining organizational goals.

KUDOS!
You have come to an end of Module 3.
OOPS! Don’t forget that you have still an assignment to do.
Here it is….
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VII. ASSIGNMENT
Name: ______________________________ Course & Section: __________________
Tell True if the statement is correct and False if not. Write your answer on the space provided.
______________1. People believe that charismatic leadership can be exercised for good purposes.
______________2. According to the concept of leadership polarity, leaders are often either revered or vastly
popular.
______________3. The transformational leader makes group members unaware of the importance and
values of certain rewards and how to achieve them.
______________4. To create the transformation, the leader assembles a critical mass of managers and
imbues in them the urgency of change.
______________5. Understanding your basket of strengths forms the basis for developing your synchrony
with others.

After your long journey of reading and accomplishing the module, let us now
challenge your mind by answering the evaluation part of this module.
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VIII. EVALUATION
Name: ______________________________ Course & Section: __________________

Direction/Instruction: Encircle the letter that contains the best answer.

(This evaluation will be submitted on ________________.)
1. Which of the following statement is true about charisma?
A. a Greek word meaning “divinely inspired gift”
B. a special quality of leaders whose purposes, powers, and extraordinary determination differentiate
them from others
C. to have a charming and colorful personality, such as that shown by many talk-show hosts
D. All of the above
2. A leader who restrains the use of power to benefit others.
A. Socialized charismatic
B. Personalized charismatic
C. Celebrity charismatic
D. Transformational Leader
3. Impose self-serving goals on constituents, and they offer consideration and support to group members
only when it facilitates their own goals.
A. Socialized charismatic
B. Personalized charismatic
C. Celebrity charismatic
D. Transformational Leader
4. The following are the characteristics of charismatic leaders except
A. visionary
B. masterful communication skills
C. ability to build negative vibes
D. romanticize risk
5. A well-chosen analogy or metaphor appeals to the intellect, to the imagination, and values.
A. Metaphors and Analogies
B. Gearing Language to Different Audiences
C. Leadership by storytelling
D. Face-to-Face Networks
6. The technique of inspiring and instructing team members by telling fascinating stories.
A. Metaphors and Analogies
B. Gearing Language to Different Audiences
C. Leadership by storytelling
D. Face-to-Face Networks
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7. Which of the following is not a technique in developing charisma?
A. Create Visions for Others
B. Be Enthusiastic, Optimistic, and Energetic
C. Remember People’s Names Charismatic leaders
D. Impressive Attitude
8. According to the concept of leadership polarity, leaders are often either revered or vastly unpopular.
A. True
B. False
9. The Dark Side of Charismatic Leadership is one of the concerns about Charismatic Leadership.
A. True
B. False
10. There are seven criteria in transformational leadership.
A. True
B. False

CONGRATULATIONS on reaching the end of this module!

You may now proceed to the next module.
Don’t forget to submit all the exercises, activities and portfolio
on ___________________.
KEEP UP THE GOOD WORK.
Well Done!!!