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Being charismatic helps in a small way, for some people in some circumstances, to be perceived as inspiring and motivating.
But there are countless leaders who are identified by their colleagues as highly inspiring who are definitely not charismatic.
To motivate and inspire performance, a leader must be:
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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 ...
Most of the dangers of the charismatic movement relate to this power.
Charisma is useful for engaging and inspiring others.
However, unchecked charisma can lead to a reputation of self-absorption and self-promotion.
The team may become co...
As a leader, being reliable and responsible is important for your team. You stand a good chance in gaining the trust of your team if you show that you exercise caution, take calculated risks, and will hold to the organizational principles.
There is a degree of responsibility (and professionalism) that is expected from those in charge.
Trying to be the fun boss will harm your reputation eventually. It is good to keep some space between you and your team.
Just as leaders who deliver only performance may do so at a cost that the organization is unwilling to bear, those who focus only on inspiration may find that they motivate the masses but a...
The leaders that inspire are those who use a personal combination of strengths to motivate individuals and teams to take on bold missions and to hold them accountable for results.
And they unlock higher performance through empowerment, not thorough command and control.