A Leader without Followers is not a Leader

A great deal has been written about leadership styles.  For years psychologists have attempted to classify what, if any, are the traits that indicate leadership potential (Trait theory).  Unfortunately there have been few definitive indicators.

But what makes people become 'Followers' rather than those who simply acquiesce?

 According to Burns ‘Transactional’ leaders:

·         are aware of the link between effort and reward;

·         are responsive with their basic orientation dealing with present issues;

·         rely on standard forms of inducement, reward, punishment and sanction to control followers;

·         motivate followers by setting goals and promising rewards for desired performance

·         depend on their (position) power to reinforce subordinates for their successful completion of the bargain.

Whereas ‘Transformational’ leaders inspire followers to change their levels of personal motivation, perception and their expectations of themselves.  They do this through the strength of their vision and their personality. They inspire their followers to work towards organisational goals and ensure that each person is committed and wants to be a part of the whole.  Bill Gates and Richard Branson and would fall into this style of leadership.

Bernard Bass talked about the Transformational leader ‘garnering’ trust, respect and admiration from their followers.  He suggested that charisma was ‘necessary but not sufficient’.

How often have we experienced what has been described as ‘pseudo charismatic leadership’? Where the message is initially enticing, but it subsequently turns out to be underpinned by a lack of ethical values or morality.  Where one might have been temporarily a follower, you are later left with a sense having been inappropriately influenced.

Charismatic leadership?

This type of behaviour has resulted in the description of ‘charismatic leadership’ being seen by many as negative, superficial or manipulative.  Interestingly when searching for illustrations for this article I searched under the word 'charismatic leadership' and found the picture on the right:

But in my experience nothing could be further from the truth.  Sometimes people ask if I have ever met a truly transformational leader.  One who is charismatic, without being manipulative, a person you would willingly follow, trust and who made you feel valued?  The simple answer is: YES.

I have met two such leaders.  I have been lucky enough to have worked for one of them.  A man who met every one of the 11 criteria described by Valerie Stewart in her book ‘The David Solution: How to Reclaim Power and Liberate Your Organisation'.  In nearly 30 years I have never been disappointed, I always feel valued and inspired to push myself beyond what I thought I could achieve.

I wonder how many leaders there are like this in the financial services sector?

If you want to read a bit more about transactional and transformational leadership take a look at these web sites: http://tinyurl.com/6kuae2t     and   http://tinyurl.com/5rkaxa7