Lincoln vs. Gandhi: Transformational and Charismatic Leadership

Introduction

Leaders exist throughout the ages and play pivotal roles in how humanity grows and develops. Some leaders change a nation, while others set the stage for the leaders who follow. Abraham Lincoln was the 16th President of the United States. He transformed a country engulfed in slavery and brought about a new era for Americans. Indira Gandhi was one of the first female prime ministers in the world. She exerted dominance and charisma while attempting to advance India. Lincoln adopted a transformational leadership style, while Gandhi embraced a charismatic leadership style. Both achieved the distinction of being noteworthy for their ability to inspire.

Public Leader Overview

According to modern leadership theory, Lincoln was a transformational leader, due in part to the relationship he cultivated with his followers. They felt a sense of respect, loyalty, and trust toward Lincoln when he became president. Furthermore, Lincoln persevered through many obstacles and sacrificed a great deal to give the American people a chance at life without slavery and a more unified republic. He was able to achieve and deliver more than was expected of him, and he became a source of inspiration for many to go beyond themselves and aim for higher moral principles.

Indira Gandhi, by contrast, embraced a charismatic leadership style as India's first and only female Prime Minister. She believed in herself and demonstrated a charismatic quality that earned her many followers and widespread popularity. However, because she lacked a clear vision, her leadership remained largely unproductive, which prevented her from being a transformational leader. One example of this was her ineffectiveness in establishing centralization of authority during her tenure as Prime Minister. This contributed to increased poverty rates in the country and ultimately to her assassination. Gandhi inspired people to believe in her, but failed to produce lasting, meaningful results.

Comparison and Contrast of Leadership Styles

Charismatic leaders resemble transformational leaders, except that they tend to lack the substance and ability to carry their objectives through to success. Charismatic leaders are often sensitive to followers' emotions. They generate high esteem and respect among their followers and motivate them to perform to the best of their ability (Wu, 2013). However, because many argue that the charismatic leader uses power for personal benefit more than for the organization's benefit, they do not appear to be the most effective agents of positive change.

Transformational leaders, on the other hand, attend to their followers' well-being (Wu, 2013). They communicate and persuade followers to commit to a shared goal and to maintain a positive outlook. They set out to change circumstances and to develop their followers in order to ensure a positive outcome. Although both styles inspire devotion and show compassion for followers, transformational leadership relies on action rather than appearance.

Effectiveness of Public Leadership

Analyzing Abraham Lincoln through the lens of transformational leadership theory, he endured a great deal in order to achieve his goals. In setting those goals, he inspired many to pursue a radical change in the constitution — specifically, the abolition of slavery. Transformational leaders often establish goals through transactional means but then inspire followers through rewards (Humphrey, 2013). Lincoln argued that the abolition of slavery would produce a unified country, and he provided financial incentives to those in the Union to take up arms and fight.

This was seen in the Greenback legislation. Lincoln's administration and Congress authorized fifty million dollars in Demand Notes, which were used to pay customs duties. Although that amount was not sufficient to cover war costs, Lincoln — with the assistance of Colonel "Dick" Taylor — generated and issued unbacked paper money. This resulted in one hundred and fifty million dollars in United States Notes circulating during the Civil War.

Indira Gandhi was a charismatic leader because she exhibited the traits characteristic of that style. Like transformational leaders, charismatic leaders give the appearance of caring and sacrificing for their cause; however, without a clear vision, many fail to achieve a desirable outcome. As the first and only female Prime Minister of India, Gandhi inspired awe in her followers and cemented her role as a leader. Although she statistically reduced poverty and improved literacy, the people of India witnessed the country's economic condition worsen under her rule and came to view her as ineffective in keeping her promises.

This perception stemmed largely from her interactions with the public. "In her relations with the public, Indira Gandhi's leadership style was extremely open. The Indian crowds seemed to energize her, and she felt a special bond with the Indian masses who loved the combination of her aristocratic background and her simple down-to-earth manner" (Steinberg, 2005, p. 779). Gandhi appealed to the Indian masses because of her birth into an aristocratic family and her personal warmth. The combination of these two dimensions of her image earned her the popularity she needed to attain the office of Prime Minister. However, unlike Abraham Lincoln — who was qualified and understood what was required to achieve his goals — Gandhi set out to perform her duties without fully knowing what she needed to do to produce the best results. This leads to a brief analysis of the strengths and weaknesses of both leaders.

Conclusion

Leaders are effective when they have a clear vision in mind and know what is required to accomplish it. While inspiring followers is an essential part of effective leadership, another equally important part is backing up promises with action. Leaders must demonstrate that they are worthy of the role and must not rely solely on appearance or prestige.

References

Humphrey, R. H. (2013). Effective leadership: Theory, cases, and applications. SAGE Publications.

Lincoln, A., & Bush, H. K. (2011). Lincoln in his own time: A biographical chronicle of his life, drawn from recollections, interviews, and memoirs by family, friends, and associates. University of Iowa Press.

Schupack, S. (2012). Indira Gandhi. Marshall Cavendish.

Steinberg, B. (2014). Women in power: The personalities and leadership styles of Indira Gandhi, Golda Meir, and Margaret Thatcher. McGill-Queen's University Press.

Steinberg, B. S. (2005). Indira Gandhi: The relationship between personality profile and leadership style. Political Psychology, 26(5), 755–790.

Wu, B. (2013). New theory on leadership management science. Chartridge Books Oxford.