Charismatic Leadership and Leadership

¶ … Leadership

The co-founder and former chief executive officer, president and chairman of Southwest Airlines, Herb Kelleher, has frequently been cited in the leadership literature as being an exemplar of charismatic leadership (Gibson & Blackwell, 1999). This paper provides an analysis of this leadership style drawing on charismatic leadership theory and some of the traits and behaviors of Kelleher that are characteristic of this type of leadership. A discussion concerning three personal long-term SMART goals that the author is committed to that relate to the professional development plan is followed by a discussion concerning two personal short-term SMART goals that are related to professional leadership development. In addition, a discussion concerning the knowledge, skills, and/or attitudes that are needed to achieve each of these five long- and short-term goals is followed by a discussion concerning two specific leadership strengths that the author brings to an organization. An explanation concerning how these strengths will be levered to achieve the foregoing professional goals is followed by a discussion concerning leadership skills that will need to be developed further, including two SMART goals to help further develop these skills. In addition, a reflection concerning how these SMART goals will support professional growth is followed by a discussion of a real-world business scenario in which leadership was not effective. An analysis concerning the ineffectiveness of leadership in this real-world scenario drawing on charismatic leadership theory is followed by a discussion concerning how the author's leadership strengths could have improved this outcome. Finally, a discussion concerning how these leadership skills can be enhanced to improve the outcome of the real-world scenario is followed by a summary of the research and important findings concerning charismatic leadership theory and the need for professional leadership growth are provided in the conclusion.

A. Analysis of the leadership theory that best reflects Herb Kelleher's leadership style

Most people can likely identify a charismatic individual when they encounter one because "they stand out in a crowd," but the specific qualities that contribute to this categorization may be elusive (Gibson & Blackwell, 1999, p. 121). Charisma is defined by Gibson and Blackwell (1999) as being "a rare, personal quality attributed to leaders who arouse fervent popular devotion and enthusiasm" and stress that charisma implies a power to win the devotion of large numbers of people (p. 120). Seminal research by Max Weber contributed to the emergence of additional studies of charisma when he described three types of authority: (a) rational-legal, (b) traditional, and (c) charismatic, with charismatic authority being based on the force of individuals' personality (Gibson & Blackwell, 1999).

Charismatic leadership theory is based on House's 1977 definition of charisma as being those types of leaders who succeed in exerting a significant emotional influence on their subordinates. Although all charismatic leaders are unique and apply their leadership techniques differently, some of the more common traits that have been identified among charismatic leaders include the following:

• A vision of how to make things or do things better;

• Self-confidence in their own abilities;

• Extraordinary communication skills; ability to articulate the vision;

• High level of personal energy and enthusiasm; willingness to work very hard;

• High level of commitment and conviction about the correctness of their ideas; and, • Act as role models to their followers (Gibson & Blackwell, 1999, p. 121).

While these traits will manifest in varying degrees, most researchers agree the most prominent of these traits is the charismatic leader's sense of vision. Charismatic leaders always have their focus on the future and how best to move their organizations from where they are today to where they believe they should be. Moreover, charismatic leaders are never content with existing performance and reject gradual steps towards improvement (Gibson & Blackwell, 1999).

Achieving this type of continuous improvement requires motivating subordinates in extraordinary ways, and it is in this area that charismatic leaders excel based in large part on their own sense of self-efficacy that they are the right person for the job and their self-confidence that they can achieve an articulated vision. In this regard, Gibson and Blackwell (1999) note that, "Charismatics not only have confidence in their own competence and abilities but inspire others to have confidence as well" (p. 121).

Likewise, while behaviors differ among charismatic leaders, research has identified the following common types:

• Articulates and dramatizes the vision, encourages follower commitment;

• Demonstrates empathy and sensitivity to followers' needs;

• Projects self-assurance; treats followers with respect and attention;

• Projects competence and success thereby enhancing their own image;

• Empowers followers and assures them of their competency;

• Provides followers with the opportunities and support to experience success (Gibson & Blackwell, 1999, p. 121).

One organizational leader who exemplified all of these attributes and behaviors is Herbert "Herb" Keller, the co-founder and former chief executive officer, president and chairman of highly successful Southwest Airlines. It is reasonable to suggest that most other leaders would not be able to do many of the things that Kelleher did during his tenure at Southwest and get away with them, but the mainstream press and more importantly, the flying public, were delighted by his corporate antics and many have become loyal customers as a result. Indeed, Southwest Airlines was the only major airlines to remain profitable following the Great Recession of 2008 and this corporate success has consistently been directly attributed to Kelleher's charismatic leadership style and abilities.

Beginning in 1967, Kelleher's performance at Southwest has also consistently been characteristic of a charismatic leader. For instance, Kelleher has been known to dress up as Elvis at company functions and engaged in a series of high-profile antics such as the now-famous "Malice in Dallas" arm-wrestling match in 1992 with a competitor, Stevens Aviation's chairman, Kert Herwald, over the rights to use the slogan, "Just Plane Smart" (Gibson & Blackwell, 1999). Although Kelleher lost the arm-wrestling match (he alternatively blamed his defeat on "his hairline fracture, combined with a weeklong cold, a stubborn case of athlete's foot and having accidentally overstrained by walking up a flight of steps"), Southwest won by receiving the rights to the slogan and there were a number of other winners involved in this high-profile publicity event as well (Malice in Dallas, 1992, para. 2). For instance, according to one consultancy, "The companies got great publicity, the media had a field day and charity got $15,000 -- a $10,000 check was presented to the Muscular Dystrophy Association and a $5,000 check went to the Cleveland Ronald Mcdonald House. Everybody had a blast" (Malice in Dallas, 1992, para. 4).

Clearly, what may appear zany and eccentric for some people is regarded as brilliant leadership for others, and it is reasonable to suggest that most leaders would not be able to pull this type of stunt off without the type of charisma possessed by Kelleher and other charismatics. Indeed, Gibson and Blackwell (1999) emphasize that, "Kelleher is an ideal example of a charismatic leader who has avoided the controversial and ethical dilemmas of charisma and focused his energy and enthusiasm instead on the growth of a highly successful airline" (1999, p. 122). Some salient examples of how Kelleher used his charismatic style of leadership to inspire Southwest employees are provided below.

How Kelleher's characteristics can be used to inspire employees

Besides having a vision and the ability to articulate it, it is clear that Kelleher sincerely cared about the people who worked for him at Southwest Airlines and he always took the time and effort to demonstrate it. For example, Kelleher was fond of celebrations at his Dallas headquarters, and he wanted to make sure that everyone had a chance to participate in them. In case third-shift workers were unable to attend the main event during the day, Kelleher would still be at the airport at 2:00 A.M. manning the barbecue grill (Gibson & Blackwell, 1999).

In addition, Kelleher spent at least one day each month manhandling baggage on the tarmac along with Southwest baggage handlers. Moreover, Kelleher was quick to publicly defend his employees' impeccable track record of customer service as demonstrated by his response to a Northwest Airlines' advertising that boasted it was first in customer satisfaction. Kelleher's response? Southwest Airlines published a counter advertisement that stated: "Liar, liar. Pants on fire" which went on to explain why (Gibson & Blackwell, 1999).

Even more flamboyant was Kelleher's appearance before Southwest employees at a 1996 meeting when he delivered his annual message in a straitjacket to underscore the airline's slogan at the time: "Still Nuts After All These Years" (as cited in Gibson & Blackwell, 1999, p. 122). It is little wonder why Southwest employees adored this man, and went to superhuman lengths to live up to his expectations. As Gibson and Blackwell (1999) conclude, "Each of the six traits of charismatic leaders can be applied to Herb Kelleher" (p. 122). While it may not be possible to become a charismatic leader on the level of Kelleher, it is possible to participate in professional leadership development activities that can enhance charismatic leadership traits as discussed further below.

B. Three personal long-term specific, measurable, achievable, realistic, and timely (SMART) goals (3 -- 5-year goals) you are committed to that relate to your professional leadership development

1. Improving delegation skills;

2. Learning how to empower others; and,

3. Communicating more supportively.

Two personal short-term SMART goals related to professional leadership development

1. Fostering innovation and creativity; and,

2. Improving time-management skills.

Discuss the knowledge, skills, or attitudes (KSAs) needed to achieve each of the five goals.

1. Improving delegation skills: The KSAs needed to achieve this SMART goal include the knowledge that delegation can promote a strong and successful team and that leaders become more skilled at it over time with practice (Perryman, 2007), the time management skills needed to delegate effectively at the beginning of a project or initiative and the attitude that performing all tasks alone is a suboptimal use of leadership time and effort (How to delegate, 2016).

2. Learning how to empower others: The KSAs needed for this goals include the knowledge that empowering others can promote improved morale, performance and customer service (Linden, 2009), the skills needed to determine what level of empowerment is most appropriate for individuals and situations and the attitude that sharing power can promote creativity (Byun & Dai, 2016)

3. Communicating more supportively: The KSAs needed to achieve this goal include the knowledge that supportive communications can motivate others, the skills needed to provide supportive communications in a positive fashion and the attitude that supportive communications should focus on a problem rather than people (Karathanos & Hillis, 2002).

4. Fostering innovation and creativity: The KSAs needed for this goal are similar to those needed for learning how to empower others, but include the additional knowledge that virtually anyone can be innovative and creative given the right opportunities (Akundi, 2011).

5. Improving time-management skills: Finally, the KSAs that are needed to achieve this goal include the knowledge that there are only so many hours in the day and it is important to say "no" on occasion, the skills needed "work smarter, not harder" by using technological solutions when they are available, and an attitude that leaders need to maintain a healthy work-life balance to remain effective in the workplace (Pontrelli, 2007).

3. Discuss at least two leadership strengths that you bring to an organization

1. Conflict management skills;

2. Effective team leadership skills; and,

3. "People skills" (i.e., gaining power and influence).

Explain how you will leverage these strengths to achieve your professional goals

All five of the professional goals listed above involve communication in varying degrees, and the people skills strengths can facilitate improvements in delegation, empowerment and supportive communications, while the effective team leadership and conflict management skills can help achieve the goals of fostering innovation and creativity and improvements in time management practices.

4. Discuss at least two leadership skills that you need to develop further

1. Improved presentation skills; and,

2. Responding to negative feedback in more constructive ways.

Develop at least two SMART goals to help further develop these skills

1. Complete a seminar on effective presentation techniques followed by opportunities to practice these newfound skills in the workplace (Marston, 2004); and,

2. Recognize that negative feedback creates defensive attitudes and threats to self-esteem that may preclude an understanding of what is being communicated (Making critical feedback work for you, 2006).

Reflection concerning how the foregoing SMART goals will support professional growth

The foregoing SMART goals are all focused on qualities that have been shown to be important for effective leadership. Effecting improvements in any or all of these areas will have a corresponding positive impact on the quality of leadership provided.

C. Discuss a business scenario (from personal experience or from one that received public attention) in which leadership was not effective.

While working in a healthcare facility, our department experienced the loss of a well respected supervisor who was replaced by a new hire from outside the company. Although this individual possessed the requisite credentials for the position and have significant relevant experience in the healthcare industry, she attempted to ingratiate herself from the outset by becoming overly familiar and fraternizing with subordinates, constantly cracking bad jokes and making arbitrary changes to office routine on a nearly daily basis, all justified by her oft-repeated comments that "this place needs shaking up!" and "I don't know how you got along without me before."