Charismatic and Transformational Leadership, Team Leadership and Management

Charismatic and Transformational Leadership, Team Leadership and Management

The integrity of a leader was found to be a major influencer in this relationship as findings showed a displayed sense of distrust based on the feeling that integrity is not up-held by the organization. (Lorinkova and Perry, 2014). Leaders improve relationships with those under them by granting benefits like reasonable treatment, backing and independence and the engagement of employees is improved when they know their leaders believe in them and is willing to defend their interest.  Employees tend to decrease bad behaviors in relation to benefits received from the leader.  According to Lorinkova and Perry (2014), the result of poor leader-subordinate relationship is that time theft may occur as subordinates use office hours for personal activities such as seeking employment in another organization.

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Transformational leaders differ from other leaders by not only their vision but the charisma they possess. Judge& Bono (2000) studied the relationship between transformational leadership and the five-factor model of personality. The models include openness, neuroticism, agreeableness, extraversion, and experience. 14 samples of leaders from 200 organizations showed that transformational leadership is positively predicted by extraversion and agreeableness, and while openness to experience correlates positively, conscientiousness and neuroticism do not relate with transformational leadership (Judge& Bono, 2000). Quantitative methodology was also in use. Findings also showed that charisma is the first component of transformational leadership and it and other facets a