Taking the Charisma Out of Transformational Leadership

Abstract

Transformational and cliarismatic leadership are critically assessed. A theoretical exploration of each reveals contradictions and research limitations for the two constructs. Charisma is defined in its origins as a social phenomenon and as a magical gift possessed by leaders. Followers of cliarismatic leaders typically emulate or strongly identify with the leader. The transformational leader, in contrast, inspires followers to pursue organizational goals in lieu of self-interests. Followers oftransfonnational leaders are empowered to pursue organizational goals. The paper moves towards a reconsideration of transformational leadership, by not requiring charisma and suggests that transformational leaders can operate and effectively transform an organization using inspiration, intellectual stimulation, and individual consideration. Research implications are discussed.