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Transformational Leader
Transformational and charismatic leadership has increasingly been shown to be valuable for organisations, especially with respect to empowering employees. Generally, transformational and charismatic leaders inspire and motivate their followers to achieve their maximum potential. They work together with their followers to formulate and execute the organisation’s vision, strategy, goals, and objectives. Transformational and charismatic leaders achieve this by communicating effectively as well as eliciting positive emotions and citizenship behaviours in their followers.
Effective communication is a particularly important characteristic of transformational and charismatic leaders. As explained by Latham (2009), effective leaders inspire their followers by appealing to their emotions. They communicate in a way that captures the imagination of their followers and portrays a sense of altruism. Such communication is vital for energising followers towards the organisation’s goals and objectives. With effective communication, employees gain a clear understanding of the organisation’s vision as well as their role in achieving the vision.
Conger (1991) further emphasises the significance of effective communication in leadership. He asserts that effective leaders have the ability to communicate with their followers – they possess the language of leadership. Transformational and charismatic leaders achieve effective communication by employing...
They use ethos, pathos, and logos to captivate and motivate their audience (Antonakis, Fenley & Liechti, 2012). Such techniques, which involve both verbal and non-verbal communication, not only serve as an inspiration to followers, but also make whatever the leader’s message more understandable and relatable to their followers
Effective communication also involves communicating frequently using a wide variety of channels (Kotter, 2007). Transformational leaders do not communicate only during an annual meeting or a CEO presentation. Instead, they take advantage of other channels to engage their followers. They utilise both formal and informal channels to pass their message. These channels may include not only staff meetings and internal memos, but also employee discussion forums, team building activities, and lunch-hour talks. Communicating frequently and on an ongoing basis maintains the message alive, ultimately keeping followers focused on the vision of the organisation. More importantly, frequent communication brings out the leader as strongly committed to the vision.
Leaders who communicate effectively and appeal to the emotions of their followers are likely to generate positive citizenship behaviours such as organizational commitment, job satisfaction, passion, morale, loyalty, trust, positive attitudes toward work, volunteerism, as well as compliance with…
References
Antonakis, J., Fenley, M., & Liechti, S. (2012, June). Learning charisma: transforming yourself into the person others want to follow. Harvard Business Review.
Bolino, M., & Turnley, W. (2003). Going the extra mile: cultivating and managing employee citizenship behaviour. Academy of Management Executive, 17(3), 60-71.
Conger, C. (1991). Inspiring others: the language of leadership. Academy of Management Executive, 5(1), 31-45.
Kotter, J. (2007, January). Leading change: why transformation efforts fail. Harvard Business Review.
Latham, G. (2009). Making the science of management work for you. Boston: Davies Black.
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