Difference Between Charismatic And Down-To-Earth Leadership

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The issue box notes the difference between “Charismatic” and “Down-to-Earth” leadership. How are these differences manifest in task management? Use the articles to find specific aspects of difference. The differences between “charismatic” and “down-to-earth” leadership styles are manifest in task management in the mission, goals, and atmosphere of the business environment. The type of leadership style radiating from the management of a company can inspire lower management and line workers, direct the organization on a path toward success, and address arising conflict and obstacles within the business and in the market. The ways in which Charismatic and down-to-earth leadership styles vary are in how they establish and communicate organizational…show more content…
Charismatic leadership takes on an emphasis of individual development and growth in others to achieve goals. This appears like the Aristotelian principal that uses laws preceding actions to focus on affirmation and involvement in employee affairs to obtain knowledge and craft a vision and goals (The Role of Virtues, pp. 389-390). This is evidenced by heavy affirmation and involvement in the lives of workers to build trust and respect to motivate them toward what is needed of them. The charismatic then establishes goals and becomes more involved with workers to accomplish the goals and fulfill the company’s vision. More challenging group goals can lead to increases in effort, and affect how the group of workers think innovatively in planning and execution to reach those difficult goals (Management by Objective, pp. 176). Fiorina captured the motivation of her employees by affirming them publicly for achievements and getting involved in gathering an understanding of the work conditions and assisting them in reaching…show more content…
And Fiorina wouldn’t delegate some of the authority that she had in an attempt to improve on the financial decline of the company. She had the company in her favor for performing well, but a poor focus on competition like IBM and Dell caused an error in the execution of business operations to fulfill organizational goals (The Gap Nobody Knows, pp. 397-399). The execution has to be based in reality, not just in what she envisioned the company capable of achieving in competing with innovation and “getting big.” HP was performing well in innovation under Fiorina, though this approach turned out not to be sustainable in competing with other industry giants who had better control and leverage over costs and increasing their bottom

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