Making the Difference: a Charismatic Approach

Its election time again! We have elections in Britain and Spain this year, and in the United States in 2016, and in France and Germany the following year. In the US election we have an array of candidates to observe. What is interesting is that very few commentators are speaking about the emergence of a charismatic personality as they did in 2008 when Barack Obama hit the headlines. Now his presidency is drawing to an end, and much of this charisma has evaporated. Part of this vision was the hope that a majority of Democrats and Republicans could unite under the leadership of a new president and forge a new path. Although few would question Obama’s commitment, they do question his ability to implement this hope.

It begs the question, has the ‘charismatic personality’ lost its lustre for the modern day electorate? Neither Hilary Clinton nor David Cameron can replicate Obama’s charismatic sweep to office in 2008. Neither the Spanish prime minister, Mariano Rajoy, nor his opposite number, Pedro Sanchez, impress as charismatic leaders. Probably we have become more critical and somewhat more cynical of potentially charismatic leaders and of their motivations than we were before. But does this mean charismatic leadership has lost its glitter completely? No, it certainly doesn’t; our interest in charismatic leadership has certainly not gone away.

Charisma can be defined as a special personal power or quality of an individual, making her capable of influencing or inspiring a large number of others. The emphasis here is obviously on influencing large audiences rather than influencing at an interpersonal level. Unlike ‘Personal Magnetism’, which is a fairly permanent aspect of our personalities and is interpersonal rather than public, charisma depends on the right person being in the right place at the right time, so it is circumstantial . Charles Handy, a management guru said, “You may be hopeless in running IBM, but put in charge of a school you may make all the difference”. We can be charismatic in one situation but not in another. But how can we develop our charisma if the opportunity should arise?

How can we develop our charisma to motivate our teams?

Indeed, it’s a question that is routinely asked as we strive to motivate our teams, personnel and organizations in our everyday life. Conger and Kanungo, have come up with some very interesting guiding points which may help us firstly to understand the term, then to develop those aspects we have control over, and, finally, to learn to recognise the right time and place. According to these authors, we can prepare by developing

• The ability to enter into an uncertain environment
• The perspective that others see us as different from the normal
• The right management style and communication skills to tackle the situation
• A strong vision of the future based on our beliefs and needs
• The ability to implement our vision
• A personal commitment to our vision
• The ability to build relationships among all the interested parties
• A broad understanding of our various audiences’ values, beliefs and motivations in order to communicate our vision
• The self-confidence that can give gravitas to our communication of our vision

According to Charles Linholm, a Harvard Anthropologist, Charisma is above all a relationship, ‘a mutual mingling of inner selves of leader and follower’. If that relationship is not created, or dies, for whatever reason, then charismatic leadership becomes once again an evasive phenomenon.