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360 PART 4: THE LEADER AS A RELATIONSHIP BUILDER
Used wisely and ethically, charisma can lift the entire organization’s level of
performance. Charismatic leaders can raise people’s consciousness about new
possibilities and motivate them to transcend their own interests for the sake of
the team, department, or organization.
Although charisma itself cannot be learned, there are aspects of charis-
matic leadership that anyone can use. For one thing, charisma comes from
pursuing activities that you have a true passion for, such as Bill Strickland
in the opening example. Charismatic leaders are engaging their emotions in
everyday work life, which makes them energetic, enthusiastic, and attractive
to others. Their passion galvanizes people to action. Consider Major Tony
Burgess, the U.S. Army tactical offi cer attached on a full-time basis to Com-
pany C-2 at West Point. Burgess planned to get out of the Army after fi ve years
and become a millionaire businessman. “Then, somewhere along the way,”
he says, “I fell in love with leading.” To Burgess, there’s no better job in the
world than commanding an Army company. He is so passionate about his
work that he started his own Web site, CompanyCommand.com,
Action Memo
a resource for company commanders, and has written a book on
the topic. 16
As a leader, you can use aspects of
charismatic leadership by articulating
What Makes a Charismatic Leader?
a vision, making personal sacrifi ces to
Understanding charismatic leadership qualities and behavior can help
help achieve it, and appealing to people’s
anyone become a stronger leader. A number of studies have identifi ed
emotions more than to their minds. Expand
the unique qualities of charismatic leaders, documented the impact
your charismatic potential by pursuing
they have on followers, and described the behaviors that help them
activities that you genuinely love.
achieve remarkable results. Exhibit 12.1 compares distinguishing
17
characteristics of charismatic and non-charismatic leaders. 18

Exhibit 12.1 Distinguishing Characteristics of Charismatic and Non-Charismatic Leaders

Non-Charismatic Leaders Charismatic Leaders
Likableness: Shared perspective makes Shared perspective and idealized
leader likable vision make leader likable and
an honorable hero worthy of
identification and imitation
Trustworthiness: Disinterested advocacy in Passionate advocacy by incurring
persuasion attempts great personal risk and cost
Relation to status quo: Tries to maintain status quo Creates atmosphere of change
Future goals: Limited goals not too discrepant Idealized vision that is highly
from status quo discrepant from status quo
Articulation: Weak articulation of goals and Strong and inspirational articulation
motivation to lead of vision and motivation to lead
Competence: Uses available means to achieve Uses unconventional means to
goals within framework of the transcend the existing order
existing order
Behavior: Conventional, conforms to norms Unconventional, counter-normative
Influence: Primarily authority of position and Transcends position; personal power
rewards based on expertise and respect and
admiration for the leader

Source: Jay A. Conger and Rabindra N. Kanungo and Associates, Charismatic Leadership: The Elusive Factor in Organizational Effectiveness
(San Francisco: Jossey-Bass, 1988), 91.