Many people believe that leadership is being the first, biggest and most powerful. In fact leadership in an organization has more meaning definition. Leader is someone who sets directions for employees to follow to get organization goals. How they set directions and guidance, it depends on diversity of factors that organization considers on. There are some theories about kind of leadership like charismatic leadership and transformational leadership. In this case we can talk about culture of organization.
Part A:
The word charisma came from Greek. It is a personality trait which helps the person to a perfect leader and this trait is a way to how earn civic power. The people which has this trait are able to attract the group of people and make them to do what they want without they think it is correct or not .The charismatic people also are famous between people like if they even do not have any official job still they can influence the other people. There is an example of some of these people:
North America: Abraham Lincoln (16th president of the United States )
Latin America: Ernesto Rafael Guevara de la Serna (Latin American revolutionary leader)
Europe : Adolf Hitler (German dictator, leader of the Nazis who believed in the superiority of the Aryan race and brought on World War II in his quest to conquer Europe )
REF:
Bruce J. Cohen, Terri L. Orbuch., 1997, Introduction to Sociology, 3rd edition, published by McGraw-Hill in New York.
Charismatic is an inherent trait which everybody has it inborn but at different quantities. Some people like Bill Clinton were born with special charisma trait but this trait need to be developed by person to turn enhances the charisma. Charisma is related to skills like risk taking, authentic and ... but one thing must be remembered a person is charismatic only if people feel that he is charismatic.
Some people can be charismatic for group of people and not for the other group so this shows charisma is depend on the skills and environment that he can be exists.
An effective leader must have something like creativity , behavior, intelligent and other leadership qualities at an extraordinary , these are what make a person effective leader as an example like Larry page and Sergey Brin, they were charismatic in university but not out of university but they have their multibillion business right now and they lead so many employees in their company which Google , most famous search engine in internet so everyone with normal trait and persevere can be a effective leader and charisma is not obligatory
REF:
Reddy, Bharath K., 2009, Charisma - Inherent or Acquired? [Online], United Statesman Style Citation, from <http://ezinearticles.com/?Charisma---Inherent-Or-Acquired? &id=2234213>. Retrieved July 28, 2010
Reddy, B. K. (2009). Charisma - Inherent Or Acquired?[online].,United States, APA Style Citation,from http://ezinearticles.com/?Charisma---Inherent-Or-Acquired?&id=2234213 Retrieved July 28, 2010
Reddy, Bharath K., 2009 "Charisma - Inherent or Acquired? [Online], United States, Chicago Style Citation. http://ezinearticles.com/?Charisma---Inherent-Or-Acquired?&id=2234213 Retrieved July 28, 2010
Part B:
A charismatic leadership style can seem similar to transformational leadership, because these leaders motivate lots of interest in their followers are very energetic in urging others forward. Actually charismatic leadership and transformational leadership can have many similarities, in that the Transformational leader may well be charismatic. Their main difference is in their basic focus. The transformational leader has a basic focus of transforming the organization and, quite possibly, their followers, the charismatic leader may not want to change anything. Despite their charm and apparent concern, the charismatic leader may well be somewhat more concerned with themselves than anyone else. A typical experience with them is that while you are talking with them.
Influence and friendship are two important in common characteristics. The leaders in charismatic leadership and transformational leadership have desire to achieve organization goals. There are supposed to obtain the organization vision and goals. Both of them inclined to involve their individual human resource for getting excellent result and outcome .so charismatic leadership is not against of transformational leadership as we have learned these two kinds of leadership complete each other. Charismatic and transformational leadership have seen in all cultures.
REF:
RASING, M. 2010, Charismatic Leadership Vs Transformational Leadership [online], Available from
http://ezinearticles.com/?Charismatic-Leadership-Vs-Transformational-Leadership&id=3710866
Understanding the difference between transactional and transformational leadership is vital in getting concept of transactional and transformational leadership. There are many differences between transformational leadership and transactional leadership. In the Transactional Leadership leaders have knowledge of effort and reward. They count on standard forms of incentive, award, punishment and permission to control followers. They motivate followers by setting points and promising bonus for desired performance. They depend on the leader's power to support subordinates for their successful completion of the bargain.
On the other hand, Leaders in Transformational Leadership leaders are distinguished by their function to encourage individualized consideration, intellectual stimulation and idealized influence to their followers. They provide learning chances for their followers and motivate them to find a solution. Leaders have good visioning and management skills to develop powerful obligation with followers. They motivate followers to attempt for goals that go beyond self-interest. They motivate emotions in their followers which stir them to act beyond the structure.
REF:
Babou, 2008, Transactional Leadership Vs. Transformational Leadership [online] Available from
http://leadershipchamps.wordpress.com/2008/08/04/transactional-leadership-vs-transformational-leadership/
Colonel Mark A. Homrig, 2001, Transformational Leadership[online], Available from
http://leadership.au.af.mil/documents/homrig.htm Retrieved Aug 1st 2008
Part C:
Strong Culture: refers to an organization that has a clearly identifiable set of values and beliefs that are widely shared by employees. The supposed advantage of a strong culture is that it unifies people around a common goal. However, it has also the disadvantage of getting everyone to think the same way, and behave in the same manner, thereby inhibiting innovation, originality, and even flexibility. It can also be problematic if the organization finds itself in a dynamic environment necessitating rapid and frequent change.
http://cr.linklaters.com/ourkeyissues/Strongleadership/Pages/Index.aspx
Organization culture
C:\Users\Public\Pictures\business-right-1.jpg
"Organization culture is like pornography; it is hard to define, but you know when you see it."
- Ellen Wallach
What Is Organizational Culture?
Organizational culture has been described as the personality of an organization, or simply as "how things are done around here." Its what guides how your employees think, act, and feel in the workplace.
http://www.dawconsulting.co.uk/leadership/culture-consciousness.html
How does a strong culture influence organizational performance?
Actually this is connected with Organizational Behavior.
http://www.enotes.com/soc/q-and-a/how-does-stron-culture-influence-organizational-90753
BECOUSE ……
Culture = Behavior. Culture is a word used to describe the behaviors that represent the general operating norms in your environment. Culture is not usually defined as good or bad, although aspects of your culture likely support your progress and success and other aspects impede your progress.
A norm of accountability will help make your organization successful. A norm of spectacular customer service will sell your products and engage your employees. Tolerating poor performance or exhibiting a lack of discipline to maintain established processes and systems will impede your success.
Your culture may be strong or weak. When your work culture is strong, most people in the group agree on the culture. When your work culture is weak, people do not agree on the culture. Sometimes a weak organizational culture can be the result of many subcultures, or the shared values, assumptions, and behaviors of a subset of the organization.
For example, the culture of your company as a whole might be weak and very difficult to characterize because there are so many sub-cultures. Each department or work cell may have its own culture. Within departments, the staff and managers may each have their own culture.
Ideally, organizational culture supports a positive, productive, environment. Happy employees are not necessarily productive employees. Productive employees are not necessarily happy employees. It is important to find aspects of the culture that will nurture, support, and help grow each of these qualities for your team.
Now that you can better visualize your organizational culture, you may want to explore additional aspects of organizational culture and cultural change. It could mean greater success and profitability for your organization
http://www.dawconsulting.co.uk/leadership/culture-consciousness.html
Conclusion
Leadership is costly and necessary for every group and organization to achieve their goals and become successful in the field that they are working on. Leader must know the reflection and feedback of employees in changing situation and also this guy needed to be aware of people understanding level. In multinational organization it essential that leader have information about different cultures that employees have, if some changes and roles. Mostly people don't like to follow any thing that against their culture and also religion.
It is not important how you divide the knowledge and skills. They are consistent in unlimited ways to meet the needs of unlimited situations. The only important thing is to apply the skills calculable, systematically and fairly.
