Can Charisma Be Developed Through Practice?

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Table of Contents

Introduction
Understanding Charisma in Leadership
Developing Charisma
Conclusion
References

Introduction

Leadership remains a practical strategy for inspiring and influencing others to focus on the anticipated goals. People who possess unique competencies and managerial qualities will find it easier to engage and guide others to complete their tasks diligently. Charismatic leadership has become a common style whereby those in power apply their persuasiveness, communication ability, and charm to deliver results. Most of these leaders are able to relate positively with others, solve emerging problems, and establish successful teams. Individuals who intend to apply this attribute should be ready to develop unique attributes that resonate with the demands of the targeted followers. Through proper planning, practice, and mentorship, more people in powerful positions will expand their key competencies and eventually become charismatic leaders.

Understanding Charisma in Leadership

The concept of charisma in the field of management is not new. Many professionals have managed to apply it to solve existing problems and guide their followers to focus on attainable results. In most cases, individuals who associate themselves with this form of leadership find it easier to inspire and guide others (Jayakody, 2008). They will outline goals and ensure that the workers or colleagues remain committed to achieving the outlined objectives. The leader exhibiting this form of style instills high levels of satisfaction and trust among the identified beneficiaries. They will be keen to analyze the existing issues and consider the best strategies to solve them from an informed perspective.

In organizational settings, charismatic leaders tend to be identified as effective and capable of achieving results in a timely manner. They will remain involved, offer a sense of authority, and create an enabling environment that supports the realization of results. Those who embrace this form of leadership find it easier to connect with others, identify emerging crises, and address them in a timely manner (Daft, 2022). Such professionals will be in a position to address some of the recorded crises and take performance to the next level. Because of these unique attributes, more people have managed to identify and integrate the concept of charisma in their respective styles of leadership. Consequently, they have found it easier to influence others and realize their personal and organizational goals.

Developing Charisma

Past scholars have tried to link a person’s genetic constitution to their abilities to influence and lead others. For instance, Gardner (2003) indicates that some people tend to have intrinsic attributes that encourage them to solve problems, empower others, and guide followers to focus on attainable goals. In most cases, these individuals would be keen to take positions of power whenever challenges appear to emerge. They will tend to engage others through the power of effective communication and the ability to listen attentively (Aswad, 2019). However, modern scholars have examined this form of leadership from divergent perspectives to understand how it operates in an organizational setting and how individuals could expand their competencies. In their study, Khatri et al. (2012) indicated that any leader could consider additional skills and approaches if he or she wanted to become charismatic and support the realization of organizational goals. This kind of observation shows clearly that any individual could develop charismatic attributes through practice and improvement of his or her abilities.

A proper understanding of the unique attributes associated with charismatic leadership could guide more people to be aware of its application. For example, Khatri et al. (2012) indicate that managers possessing this style are efficient communicators who possess exemplary skills. They show maturity, remain composed, and exhibit the highest level of confidence. They will listen attentively, engage others, and maximize their involvement in the intended situations. To remain charismatic, individuals would need to continue improving their abilities and tackle additional challenges (Daft, 2022). The intended followers would find such initiatives relevant and capable of delivering much-needed results.

Evidence from different studies supports the idea that genetics have little role to play in the development of various leadership attributes, including charisma. Gardner (2003) observes that individuals could design proper plans for improving their competencies in different forms of management. Most of the past research projects have shed lighter on the best practices for improving one’s charisma. For example, Gardner (2003) encourages people to become more attentive and listen to the words their colleagues and followers use. The strategy will make it easier to understand whatever they are saying and be in a position to ask relevant questions. This approach will increase their level of involvement and be ready to provide a sense of direction.

Barrack Obama presents the best example of people who have achieved a lot through the power of charisma. During his early years as a politician, Obama was capable of guiding others to identify their strengths and focus on their future goals. He would offer timely incentives, listen, and consider the idea of change (Aswad, 2019). This approach could become a powerful model for guiding more individuals to maximize their charismatic abilities, consider other people’s welfare, and cultivate a positive attitude. This initiative allows followers to remain involved and willing to offer additional contributions that can transform the nature of the recorded situation.

The unique qualities attributed to charismatic leadership could present additional insights for improving this style. For instance, key qualities associated with it include effective communication, confidence, maturity, compassion, and listening skills. Waldman et al. (2001) believe that individuals in positions of leadership could design their personal plans to expand their competencies. They can read widely and create journal entries to monitor their achievements. By interacting with more followers and learning from them, such individuals can improve their maturity, compassion, and confidence levels. They can expand their abilities by borrowing unique attributes from some successful charismatic leaders, such as Barrack Obama.

Current theory in the fields of management and leadership supports the notion that people can create personal plans to improve their competencies. Any style of guiding others is associated with unique competencies and skill sets (Trace, 1993). It becomes quite clear that individuals could identify the ones associated charismatic leadership and develop them accordingly. Such people will begin by remaining confident and appreciating the fact that they can become better and more experienced. Through the notion of creativity, they will examine their personal attributes and consider how they could apply them to make a significant difference. The development of an attainable vision becomes and evidence-based approach for improving the needed skills. It becomes necessary to remain mature, focused, and humble during the process. The involvement of other successful leaders or mentors in this journey can ensure that timely results are eventually realized.

The concept of self-improvement has the potential to guide and support more people to improve their charisma. It is founded on the idea of lifelong learning whereby leaders examine their current strengths and weaknesses. This strategy makes it easier for them to consider practical approaches for working on their gaps and improving their abilities continuously. Individuals can examine some of the unique characteristics specific leaders applied in the past and borrow them accordingly (Jayakody, 2008). This strategy will increase their chances for success, address their weaknesses, and consider practical approaches to improve in the future.

This analysis tries to demystify the misconception that charismatic leaders are born with unique attributes that make them successful. Through proper planning and practice, individuals can be in a position to learn more about their gaps and address them accordingly. They will read widely and identify key mentors who can support them throughout the process (Özgül et al., 2022). They will use journal entries and monitor tier progress continuously. Those who ignore this kind of advice would struggle as leaders, find it hard to become charismatic, and eventually be unable to realize their maximum potential.

Conclusion

The completed discussion has revealed that many people can develop charismatic qualities depending on their personal leadership obligations. While some individuals have intrinsic attributes that make them successful managers, others can engage in proper planning and identify the relevant attributes associated with this kind of leadership. Such managers will create journal entries to outline the progress made in an effort to address their areas of weakness. The initiative will expand their leadership abilities and eventually become competent leaders who can guide, empower, and take their followers closer to the outlined mission.

References

Aswad, N. G. (2019). Exploring charismatic leadership: A comparative analysis of the rhetoric of Hillary Clinton and Donald Trump in the 2016 presidential election. Presidential Studies Quarterly, 49(1), 56-74. Web.

Daft, R. L. (2022). The leadership experience (8^th ed.). Cengage Learning.

Gardner, W. L. (2003). Perceptions of leader charisma, effectiveness, and integrity: Effects of exemplification, delivery, and ethical reputation. Management Communication Quarterly, 22(1), 1-15. Web.

Jayakody, J. A. S. K. (2008). Charisma as a cognitive-affective phenomenon: A follower-centric approach. Management Decision, 46(6), 832-845. Web.

Khatri, N., Templer, K. J., & Budhwar, P. S. (2012). Great (transformational) leadership=charisma+vision. South Asian Journal of Global Business Research, 1(1), 38-62. Web.

Özgül, B., Karaca, D., & Zehir, C. (2022). Testing job satisfaction as a mediator between managers ‘charismatic leadership and followers’ affective organizational commitment. Ege Academic Review, 22(1), 1-15.

Trace, H. M. (1993). Other reviews – Charisma and leadership in organizations by Trice, Harrison M. Administrative Science Quarterly, 38(3), 492. Web.

Waldman, D. A., Ramirez, G. G., House, R. J., & Puranam, P. (2001). Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty. Academy of Management Journal, 44(1), 134-143.

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Can Charisma Be Developed Through Practice?

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