Over the years, the theory of charismatic or transformation leadership has captivated the interest of scholars. Charismatic or transformation leadership has proved to be effective in numerous groups and organizations. This paper is a discussion of charismatic and transformation leadership and its links to other leadership theories.
An organization runs well when is led by an influential and proficient leader. Leaders have a great responsibility in structuring the company the way they want and motivating their followers. A leader has the duty of increasing the organization’s productivity while at the same time maintain the organization’s culture, which is a hard task. James McGregor Burns, in the year 1978, expressed that there are transactional and transformational leaders. It is clear that Burns’ transformational leadership is similar to Weber’s style known as charismatic leadership. Since the classification, of that form of leadership style in 1978, numerous researches by scholars have been conducted with the objective of identifying other, new characteristics associated with that theory of leadership (Graen & Cashman, 2007, p. 14).
Max Weber was the first individual to introduce the theory of charismatic leadership. He defines a charismatic leader as a person with an exemplary character and an individual with a prescriptive order. Max Weber still saw a charismatic leader as a person who compels expected followers to work, as they perceive the leader as being gifted in an extraordinary way and acts as a hero. A leader has the power to exhort and create confidence (Bergmann & Hurson, 2003, p. 26).
There are four attributes in behaviour that can be used to differentiate between a charismatic leader and other leaders. The first attribute is dissatisfaction with the status quo. Charismatic leaders, at most times,