Developing a value-based charismatic leadership model comprises a consideration of significant attributes that contribute to cultural and organizational contingency. The privilege, status, influence, and norms granted to the charismatic framework of leadership promotes team-oriented behavior (Trimble, 2015). The value-based model is also a participatory and humane dimension that is universally preferable to authoritarian and performance-oriented models. A charismatic leadership persona grants autonomy to the followers to make them feel empowered. In an attempt to ensure the comfort and care for the culturally diverse members, this leadership style guarantees productivity and increased job satisfaction. In fine-tuning the model to fit a culturally diverse organization, such leaders need to develop a subculture that considers cultural variations—charismatic leaders design policies, visions, and objectives that encourage standard mindful institutional practices. The model also positively impacts on psychological ideation and behavioral tendencies. Over time, members of such organizations develop homogeneity, assuming that new members assimilate to the established institutional subculture. The organization evaluates and incorporates new improvement ideas.
The value-based charismatic leadership persona requires extensive research into the specific culture of that organization and the ethnic composition of the team. The unique cultural perspectives enable the leader to develop a cross aesthetic viewpoint that can contribute to a new collective identity. Each member carries with them unique personalities that allude to a particular culture (Middleton, 2015). Through orientation, on-the-job training, and mentoring, such organizations align individual traits, beliefs, and norms to a uniform culture that merges the societal and organizational standards. Therefore, the leader develops similar motives, interpretations, beliefs, values, and identities that can transmit within various ages.
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The leadership persona uses the implicit motivation theory to consider the non-conscious motives behind power, affiliation, and achievement. In the organization, the structural contingency theory explains the organizational demands that contribute to the institutional effectiveness practice (Mączyński & Sułkowski, 2017). Therefore, in a task environment imperative of the organization, the value-based charismatic leadership person applies the culture-free perspective of organizational effectiveness with the universal preference for the charismatic style. The specific culture uses an integrated model to shape the universally acceptable leadership qualities that appeal to a particular region. To reflect the organizational practices and the societal culture, the value-based charismatic leader enacts global leadership. The value-based charismatic model legitimizes the use of global leadership behavior by modifying the selection of management, socialization of new colleagues, and role modeling through induction.
As a starter-upper, the value-based charismatic leader also establishes the future culture if the organization. At the start, the leadership persona bases on personal attributes derived from their culture. The leader tries to match their persona according to global standards. As the company grows, subsequent managers continue to shape the way the organization adapts to the demands of an organization’s reflection (Mączyński & Sułkowski, 2017). Increasing the autonomy of employees further enables the individual influence of diverse cultures into the collective behavior, attitudes, and norms by the organization. The unique qualities contribute to the overall organizational culture while at the same time, the person adopts new perspectives from the company. The shared meaning between the organization and the dominant culture continues to shape the implicit motives, beliefs, and assumptions on leadership and operation.
Later, the organization’s culture affects the leader’s alteration of personal behaviors and beliefs to match that of the firm. Other significant organizational attributes include the growth in environment, size, and technology development during pressures of survival, competitiveness, and effectiveness. In time, the organization chooses new leaders that align with the organizational culture. In this case, charismatic leaderships work well in high uncertainty avoidance distance cultures. Such organizations shall, therefore, have fewer formalities between leaders and their followers, and also, the leader will delegate duties more (Hilal, 2015). Through delegation, they empower the employees to be creative and independent while owning the objectives of the organization. However, independent thinking becomes limited within the confines of the organizational goals, visions, and standards.
For practical, value-based charismatic leadership, people resist new managers that violate existing common cultures when it is inconsistent with the norm. Stereotypical attitudes and personality clashes, work contexts, and mental workload can either diminish or increase the resistance to accept newer leaders (Hilal, 2015). Therefore, the leader has to modify their style to meet with the organizational and societal culture to ensure effectiveness and practice. In a charismatic model, the leader needs to establish feedback techniques and address different cultural entities to counter the forces of resistance.
To develop and establish a charismatic and value-based subculture, the leader applies individual sociocultural, gendered, ethnic, and religious qualities to define their leadership persona. Such values d through proper orientation, performance value, egalitarian attributes, and social emphasis. Through the use of specific cultural rituals and social norms while upholding bureaucratic organizational practices. The team’s agreement to the level of power-sharing also defines their power distance (Trimble, 2015). Their level of collectivism also shapes the way the followers encourage collective reward and sufferance or allow for individual expression of pride and loyalty. Charismatic leadership also infuses by gender egalitarianism for organizational culture to minimize gender role differences.
The charismatic and value-based model of leadership encourages future orientation. The company delays gratification by planning and investing in future projects to have substantial success (Middleton, 2015). Also, when it comes to performance, the framework encourages the improvement of members through rewards and bonuses to foster the spirit of achievement. The model also rewards the excellent orientation of care, kindness, generosity, friendliness, altruism, and fairness.
References
Hilal, H. (2015). Matching leadership qualities of male and female leaders from the Qur’ānic perspective: An exegetical analysis. Intellectual Discourse 23 (1), 101-118. Retrieved from https://journals.iium.edu.my/intdiscourse/index.php/islam/article/view/657/512
Mączyński, J., & Sułkowski, Ł. (2017). A seven nations’ study of leadership attributes. Polish Psychological Bulletin. Retrieved from https://www.researchgate.net/publication/318192243_A_Seven_Nations_Study_of_Leadership_Attributes
Middleton, J. (2015). Cultural intelligence: The competitive edge for leaders | Julia Middleton | TEDxEastEnd Retrieved from https://www.youtube.com/watch?v=izeiRjUMau4
Thomas, J (2014). Cultural intelligence -- a new way to think about global effectiveness | Jeff Thomas | TEDxSpokane Retrieved from https://www.youtube.com/watch?v=K3S76gAKp6Q
Trimble, J. (2015). Culture and Leadership | Joseph Trimble | TEDxWWU. TEDx Talks. Retrieved from https://www.youtube.com/watch?v=fuHj3jsBdKE
