a. Leadership:-Charismatic Leadership.
Synthesize views of charismatic leadership theory from classical leadership research with your own
experience to articulate a personal worldview perspective.
Describe the human resource management implications arising from your personal worldview
perspective of charismatic leadership theory.
Note: A synthesis is a combination of independent parts into a whole. For this section of your
discussion forum, include one or more concepts from each of the two required leadership article
readings, add in your personal perspective based on your understanding or experience of the
leadership topic, and then provide one or more HR implication(s) that could result from the
b. Integration of Faith and Learning.
Review the 4.1 Devotional and Scripture reading.
Describe the traits evidencing Peter as a charismatic leader.
Identify the leadership lessons that can be learned from the Scripture reading and how these might
be incorporated in the workplace.
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Leadership Classics: Charismatic Leadership
Leadership: Charismatic Leadership
There have been various theories related to charismatic leadership over the past years. Most theories and studies of
charismatic leadership have focused on the leaders’ qualities and behaviors that contribute to the charismatic
leadership process (Howell & Shamir, 2005, p. 99). These characteristics are what determine what type of
charismatic relationship develops. One type of relationship associated with a charismatic leader is known as the
socialized relationship. This type of relationship involves followers who are less dependent on their leader and who
have a strong sense of self. They are able to express themself from the leader’s message and do not need
identification from the leader. Shamir, House, & Arthur (1993) expound upon different ways that charismatic leaders
motivate their followers. Charismatic leaders increase effort-accomplishment expectancies by enhancing the
followers’ self-esteem and self-worth (Shamir, House, & Arthur, 1993, p. 582). A personal worldview perspective
developed from the research can be explained from an example at Hendricks Regional Health. Our charismatic
leaders set high expectancies of our job tasks and expects us to perform tasks that are not always associated with
our jobs. This aids in the development in self-efficacy and allows individuals to perform at a high level of performance.
An HR implication that could result from this synthesis deals with socialized charismatic leaders and the importance
of promoting the values of the organization appropriately. Socialized relationships deal with individuals who already
have set values, and if those do not appropriately match up with the values that the organization promotes then
problems could arise.
Integration of Faith and Learning
Peter speaks up and leads a large group of followers with his message. He was able to captivate his audience with
his boldness and charismatic attitude. These characteristics are what helped Peter to motivate three thousand people
to follow Christ. When a charismatic relationship exists, followers identify with the leader, the group, and the collective
mission and regard them as expressing important aspects of their self-concepts (Howell & Shamir, 2005, p. 99).
Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership process: relationships and their
consequences. Academy Of Management Review, 30(1), 96-112. doi:10.5465/AMR.2005.15281435
Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership. A self-concept
based theory. Organization Science, 4(4), 577-594.
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4.3 Leadership Classics: Charismatic Leadership
Our basic argument is that, depending on their self-concepts, followers may develop two different types of
charismatic relationships with the leader—personalized or socialized—and these relationships are likely to result in
different consequences (Howell & Shamir, 2005). Charismatic leaders tend to be good communicators. They
communicate with their followers on a higher level and are able to get those followers to follow them. The main
emphasis is mostly put on how well they communicate, are able to get their trust and are able have their employees
follow. The obstacles however, are that they can seem arrogant and unconcerned. Self-evaluation is an important
source of intrinsic motivation: people's anticipatory self-reactions to their own performances serve as principal
sources of reward and sanction ( Shamir, House, & Arthur, 1993). People need to be motivated. People need to
have their self-esteem and self-worth enhanced. In order to follow a leader, they need to have those two built
up. They need to know that their leader values their worth as employees. By building up their self-worth and selfesteem, they are showing that they are valued employees.
The HR implications are that you need to be sure that the skills are there to be sure that all the managers
and employees are able to get what they need in order to be good employees. They can influence employees to be
more productive and work better together.
Peter is able to captivate everyone with his words and show he can be a good leader. He was able to
overcome his fear and be a motivational leader. He was able to become a great speaker and able to bring others to
his message by using his powerful words.
Howell, J. M. & Shamir, B. (2005). The role of followers in the charismatic leadership
process: Relationships and their consequences. Academy of Management Review, 30 (1), 96-112
doi: 10.5465/AMR.2005.15281435. Retrieved March 24, 2017.
Shamir, Boas, House, Robert J, and Arthur, Michael B. 1993. The motivation effects of charismatic
leadership: A self-concept based theory. http://0web.b.ebscohost.com.oak.indwes.edu/ehost/pdfviewer/pdfviewer?vid=1&sid=b0b2f181-9ebc-4dbd-874ab598cb0f4e8e%40sessionmgr102. Retrieved March 24, 2017.
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