Question

West Coast Architects (WCA) has been operating for the last ten years now. No longer the new kid on the block, the organization has steadily become more professional during your time here.
Five years ago, the company had 50 employees and now has grown to 100 staff in Vancouver, Calgary, and Toronto. You have been successful in your career as a people manager practicing what you learned in your class many years ago. You are managing an HR Department that is based out of Vancouver and has a mixture of recruiters, HR consultants, and payroll staff. You silently take stock of your situation and marvel at how lucky it has been to grow with a company that has really appreciated your contributions. That brass name plaque on your office door could use some polishing as its developing some patina!

question

It’s after work, and you are having a quick drink with a co-worker before heading home. You start to talk about your managers at WCA, and get into a discussion on leadership. Your co-worker asks your opinion on whether you think leaders need to be charismatic. Make an argument for, or against whether a leader needs to be charismatic to be successful.

Answer 1

Answer:

I believe that robust leaders ought not to be attractive. Attractive leaders usually turn out dependent followers and may become too centered on self-interest than within the common goal of the corporate. Attractive leaders can also be very damaging to a team after they are on the incorrect path. Rather than dynamic their path to one thing to assist them to succeed, attractive leaders will become inflexible and convinced of their own dependability, unable to vary. Three main factors of why attractive leaders truly are damaging are:

· Leaders will become captivated with charisma: leaders will become too centered on being the foremost ennobling to their co-workers instead of facing the issues the corporate has to face to succeed.

· Organizations will become captivated with attractive leaders: organizations will become too hooked into their leader and take very little action to form their own choices.

· Charisma grows for its own sake instead of the organization's vision and goals: each the leader and also the remainder of the organization will become too centered on being attractive instead of creating the changes necessary to grow as an organization.

Rather than that specialize in attractive leaders, it's vital to specialize in transformational leadership. Transformational leadership encourages followers through “behaviors that persuade and earn trust”; whereas attractive leaders motivate workers directly through inherent referent power. Transformational leadership by making, act and modeling a vision for the corporate that may inspire workers to figure arduous. Transformational leaders act as modification agents.