Have a good leadership charisma, should be in moderation.
For effective management of charisma should be in moderation. (Photo: ridofranz / Depositphotos.)
Charisma called personal magnetism, ability to inspire and lead others, or, in poetical language, the ability to appeal to hearts. It is obvious that a person with outstanding charisma, is doomed to become a leader, and it is also obvious that whoever aspires to a high position in society, you need to have a little more charisma.
However, as with many others, with the charisma you need to know as if the authorities are too many, it is the boss is simply ineffective.
Researchers from the University of Ghent, University of Antwerp and the Free University of Brussels analyzed, the relationship between charisma and effectiveness. The level of charisma was evaluated on such personal characteristics as courage, imagination, brightness of behaviour, unwillingness to obey .
These characteristics, in turn, was identified with the help of special psychological questionnaire; thus measured charisma compared with seeing a person from the outside – mainly those who work under him. It turned out that this “arithmometer” quite usable: assessment of charisma by four parameters quite consistent with reality.
To participate in the study were invited a few hundred people, occupying different leadership positions. Through the above questionnaire, they evaluated the ability to “appeal to the hearts”, but, in addition, they also evaluated the effectiveness of the work – it questioned their subordinates, their colleagues, are at the same administrative level, and their own bosses.
In an article in the Journal of Personality and Social Psychology says that among the interviewed managers, the effectiveness of the growth of charisma grew, but at some point, the charisma began to disturb them, and the efficiency of the humans fell. The inefficiency malojaroslavetsky and vysokoaromatichnyj leaders was manifested in how they behave in problem situations.
Those with charisma were few, showed the lack of strategic skills, they managed to formulate a unified view about the crisis, did not work to create a common strategy out of it. Those who have had a lot of charisma, the problems were more procedural in nature: they managed to distribute the tasks to correctly assess available resources, to organize proper work order, etc.
Interestingly, properties such as arrogance and narcissism that often appear at sorganization and which spoil relationships with other people, by themselves, does not interfere with anything – it was in a purely managerial cons (though, of course, we can assume that just the obsession itself somehow gets to understand the details of the case and pay attention to detail).
In short, it is best to cope with difficulties those who have charisma is a certain average value, so that the authors even offer companies to organize special workshops that would be focused on charisma and helped managers either to hold on or to reduce it to the most effective level.
Materials American Psychological Association.