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Inspiring Others
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"Before you can inspire with emotion, you must be swamped with it yourself. Before you can move their tears, your own must flow. To convince them, you must yourself believe."
Winston Churchill
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Traits of Inspiring Leaders
To inspire others, leaders must be:
- Trusted with a vision that affirms altruism, social responsibility and the inclusion of those that follow them.
- Believable: people are motivated if they have purpose. The leader’s vision helps employees to see their purpose in the workplace. And the most effective vision is one that takes account of the interests of stakeholders.
- Passionate Inspiring others when you are passionate about the subject is easier. Your passion will inspire others if you express it.
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Vision and Inspiration
Some leaders create a vision of the future yet fail to move people into action. They fail to articulate and communicate their vision. Few buy into the vision; fewer truly follow.
In contrast, some leaders have imagination and know where they are going. They inspire others and bring them on the journey.
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Addicted to charisma
A leader who employs too much charisma can come to rely on this ability as an end unto itself. Charismatic leaders can charm themselves.
Authentic leaders understand (...
Becoming addicted to a charismatic leader
An overly-charismatic leader draws focus from the rest of the organization by demanding all the attention. When the focus shifts to the personal characteristics of the leader, accountability is diminished.
The followers can become overly dependent on the leader for all manner of large and small directions and decisions. The enterprise loses the ability to be resilient in the face of changing realities.
To avoid organizational dependency
... leaders must ask themselves:
- Do I spend my time empowering others to make decisions, or does my involvement force people to look to me for answers?
- How often do I dive into details that belong to others?
- How do my actions and attention help – or prevent – others from taking greater responsibility and accountability for their actions?
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Charismatic Leadership Style
Max Weber defined charisma as “[a] certain quality of an individual personality, by virtue of which he is set apart from ordinary men and treated as endowed with supernatural, superhuman, or at ...
History of charismatic leadership
- In medieval times, leadership was mostly based on tradition. Most people never met their leaders and leadership was legitimized by the divine right of kings - charisma was not needed.
- The 19th and the 20th century were full of charismatic leaders. Technological (newspaper, radio, and TV) allowed leaders to transport their charisma over long distances.
- Our current globalized world and access to social media have led to another rise in charismatic leaders. On Facebook, YouTube, and Twitter, many people support leaders solely based on their charisma.
Dangers of charismatic leadership
Most of the dangers of the charismatic movement relate to this power.
- Charismatic leaders lose support more quickly than other types of leaders.
- They have to clearly be the best person for the job at hand – always and in any situation. This is why they often engage in a cult of personality and become resistant to criticism.
- Things that charismatic leaders do to maintain their power are precisely the things that diminish it when their business, country, or other undertaking encounters problems.
- When charismatic leaders use their position to motivate their followers to do things they would not normally do, the followers often feel betrayed once they suspect that they might not get the expected payoff.
- They often eventually take the praise of their followers too seriously and show narcissistic traits. They consider criticism as disobedience and expect total loyalty.
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Qualities of Charismatic Leader
- They are skilled at articulating a compelling vision that inspires followers.
- They read the environment and sense the needs of followers to tailor a message that will hav...
From positive to negative
5 phases that take place as a leader’s charisma shifts from a positive to a negative quality:
- The first phase is characterized by the subtle sense on the part of followers that the leader does not want to be questioned.
- The second stage: sensing the leader's diminished appetite for being questioned or challenged, followers begin to self-censor, asking fewer questions and no longer playing devil's advocate.
- The third stage: a negative cycle in which compliments and agreement cause leaders to become overconfident. Leaders in this stage create their own sense of reality and become resistant to evidence that they may be incorrect.
- The fourth stage: Since the leader's views and actions are the only ones that matter, followers reduce their willingness to be proactive. They wait for directions and become passive. Decision making slows down.
- The fifth stage is characterized by people continuing to follow and ostensibly do only what is necessary but with a deep diminishment in enthusiasm and spirit.