My current leader displays attributes that can make me label him as being charismatic. One of the reasons for saying so is that he is someone who knows how to wiggle his way out of any problematic situation through talking and making his followers what he wants joyfully. He is someone who will always make you happy, and you will want to be next to him all the time. Due to his friendliness, he is someone who makes me miss my workplace, something that other leaders have never done. I agree with the sentiments of Sparks (2014) who says that one of the characteristics of charismatic leaders is that they inspire their followers to do as they want using their tongue.
The leadership that I would prefer working with is the transformational leadership style. The reason is that this style of leadership changes followers and makes them become better people than they were before they met such a leader. A transformational leader inspires and provides new solutions to challenges that could be facing the juniors (Ghasabeh & Provitera, 2017). A transformational leader is knowledgeable about various issues related to given situations and can offer solutions to problems or challenges that may be noted. I, therefore, feel that a transformational leader is the best leader who can impact positively on his juniors and make them become better people in the future.
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Transactional leadership may not be very much involved in how juniors carry out themselves. However, it is interested in the outputs of juniors, and it is ready to reward such juniors following laid down procedures (Hussain, Abbas, Lei, Haider & Akram, 2017). It, therefore, implies that transactional leadership may not be interested in helping the juniors to grow in their field. A charismatic leader may not necessarily help juniors become better people. I, therefore, mean that transformational leadership is the best, as it makes it possible for leaders to transform their juniors in the best way possible.
References
Ghasabeh, M., & Provitera, M. J. (2017). Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge, The Journal of Values-Based Leadership, 10(2) pp 1-19.
Hussain, S.T., Abbas, J., Lei, S., Haider, M.J., Akram, J. (2017). Transactional leadership and organizational creativity: Examining the mediating role of knowledge sharing behavior. Business and Management, 4 (2) pp 1-11
Sparks, G.A., (2014). Charismatic leadership: Findings of an exploratory investigation of the techniques of influence. Journal of Behavioural Studies, 7 (2) pp 1-12 https://www.aabri.com/manuscripts/141964.pdf
