The idea of charismatic leadership originated from the ancient Greece. Charismatic leadership of the attribution theory states that charisma or grace and charm are needed to create loyal followers. Leaders need to have self-belief as a fundamental feature of leadership. Charismatic leadership is based on attribution phenomenal. According to the attribution theory of leadership, charismatic leadership is an attribution theory. Similarly, charismatic leaders have different behaviour that shapes their leadership styles. For example, they are likely to advocate visions that are very discrepant from the usual status quo but still lie within the frameworks of the acceptance tenets by the leader’s followers.
On the other hand, the charismatic leadership style of the attribution theory also looks at factors such as the behaviours of leaders, the facilitating conditions, and influencing processes. Some of the leadership behaviours of the charismatic leadership include the ability to be a novel and possess an appealing visionary (Jude & Robbins, 2010). This means that the leaders must be able to come up with pledges that are acceptable to the people he or she leads. On the same note, he must be a visionary leader who can create and achieve goals. He should be able to drive and bring about positive change in her area of leadership. A charismatic leader also needs to be confident and optimistic during his work. This means that they should be able to set practical goals or take the right directions of actions as they show optimism that they will achieve their aims. Another study also indicates that charismatic leaders must demonstrate unusual behaviours.
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The attribution theory reveals that a charismatic leader must have an emotional appeal to values (Jude & Robbins, 2010). For example, a charismatic leader may develop a stunning stand on factors that affects his or her people; however, he or she must also give emotional appeals to values. For example, they need to be able to analyse all the social and leadership values critically and how they affect the citizens they lead. The leader should then emotionally appeal to the people they lead to be able to think critically before they take any action that might affect their lives and the lives of those around them. Such emotional appeals arise in a case where war is involved (Jude & Robbins, 2010). These suits also take place in cases where there are political upheavals that affect the lives of their followers. On the same note, a charismatic leader must make self-sacrifices, which aim to maintain the goodness and values of the people under their leadership.
A charismatic leader is also an individual who is appealing to processes. For example, a leader is a person who has a personal identification. For example, the people under leadership can refer to the head as an individual who is intimate and appealing to the people. On the same note, the leader should be able to take part in internationalization processes. He should be able to select critically the processes that add value to his or her leadership activities as well to the value of the country they lead (Jude & Robbins, 2010). Moreover, the leader should be able to adhere to new values and beliefs but be able to adopt only the values and beliefs that are in line with their national and societal values. This means that a charismatic leader should not be a victim of circumstances.
Reference
Jude, T., & Robbins, S. (2010). Organizational Behavior. New York: Prentice Hall.
