Leadership Charisma…….

“Have you noticed how much of the current popular literature on Leadership focuses on the high profile charismatic leaders and their success stories?”

This comment sparked a somewhat heated debate amongst a group of my students as to the validity of such literature and what contribution these types of books made to the overall understanding of leadership.

“It seems to me that to be a good leader one has to be first and foremost charismatic” he continued as if to emphasise his point.

“And male” retorted a somewhat aggrieved female from within the group much to the amusement of her sisters “well, come on, can somebody name a popular book on leadership that is based on the story of a successful female leader?”

The impact of this question on the group was considerable. After the initial amusement subsided there was an uneasy realisation amongst both sexes within the group that a characteristic that it is cited by many as a fundamental trait of a good leader was widely perceived in popular literature to be predominantly attributable to male leaders.

“As we all know” she continued “charisma is seen by many to be at the root of Transformational Leadership. It’s a key behaviour that defines a change agent in the eyes of the team. It affirms them as a role model, brings life to their vision and provides them with the authority that serves to empower the team.”

It was a pretty powerful and well-articulated argument and one which I, for one, had not really considered hitherto. Whilst it could be argued that the bias in popular leadership literature is a reflection of the relatively low number of female senior executives compared to their male counterparts closer examination would support a proposition that this was exclusively so.

“Interestingly” she continued “it can be reasonably argued that many of the other attributes broadly associated with transformational leadership are no better suited to leaders of either sex so this bias would seem to stem directly from this one attribute.”

The debate continued long into the evening without seemingly coming to a conclusion. Each argument was met with counter argument as to whether leadership skills could be classified in terms of gender or no and indeed whether this could be considered to be a useful categorisation in taking the debate forward. My conclusion, having listened to the various arguments throughout the evening, was that it would not be but I, along with the rest of the group, continued to be troubled by her initial assertion.

“It would seem to me that there is confusion between charisma and heroism in much of the literature” she stated as she rose to leave “and if that’s the case I’m pretty much certain that the attribute that is being described can be used both constructively and destructively with equal effect……”

Leadership…..Whose Values Is It Anyway?

“I was reading a biography of Gandhi the other day and I was struck by a thought that is really puzzling me” commented one of my graduate mentees in a recent coaching session. ”I can see why people who knew him and shared the experiences of his time would want to be led by him but what is it about Gandhi or any of the other great leaders that draw each and every one of us to them? ”

“An interesting question” I responded as I pondered the underlying complexity of this seemingly simple assessment of how we are prone to evaluate leadership. “What thoughts have you come up with so far?” I asked.

“Well, it’s pretty clear to me that whenever we describe great leaders we talk about their vision, their sense of purpose and their seemingly indefatigable commitment often in the face of overwhelming adversity. This was certainly true in Gandhi’s case” she continued “so much so that he was able to galvanise a whole nation.”

“Very true, a remarkable leader in anybody’s language” I concurred. “So you can describe the qualities that great leaders possess and how they related to their immediate followers; this is pretty standard stuff but how would you describe how this relates to you or anybody else for that matter?”

“I’m not sure I understand what you mean” she looked puzzled.

“Well it would seem to me that the sphere of influence of these great leaders extended way beyond their immediate group of followers. Their leadership (and indeed any leadership) can be viewed as extending to more than one context and provide the opportunity for additional groups of followers to exist” I continued by way of explanation.

“Ah, so you’re saying that when I think of a great leader it is in the context of a leader/follower relationship.” she enquired.

“Yes precisely” I confirmed “but in a different context. Whilst you may relate to the leaders vision that so inspired the original group of followers; you, I and numerous others are embracing the leadership activity itself. And we are doing this this through the expression of our own values not those of the leaders.”

“Ok, so you’re saying that the relationship that a leader has with his followers has no boundaries and that a leader can have groups of followers that he is completely unaware of!”

“Of course” I agreed. “Provokes some interesting thoughts about communication, doesn’t it?”