Communication: Drucker's Views on Charisma
In the world of business and politics, charismatic leaders often capture the spotlight. However, two management consultants, Patrick M. Dransfield and the late great Peter Drucker, have issued a cautionary note about the dangers of relying too heavily on charisma in leadership.
Based in Abu Dhabi, UAE, Dransfield emphasises the importance of substantial leadership over charisma. He argues that charisma can create arrogance in leaders and cover up a lack of substance. This view is echoed by Drucker, who considered charisma to be a "great delusion of the century."
Drucker, in his warnings, cited historical examples of charismatic leaders like Adolf Hitler, Joseph Stalin, and Mao Zedong. He further stated that charisma can lead to paranoia if a leader is not successful. Dransfield agrees with this perspective, suggesting that charisma can often be a form of misleadership.
Contrasting with charismatic leaders, effective leadership styles emphasise collaboration, empowerment, adaptability, and clear structures. Examples of such leadership include Transactional Leadership, Traditional or Feudal Leadership, Modern Leadership (Collaborative and Adaptive), and Management by Objectives (MBO), all of which were developed or highlighted by Drucker.
Transactional Leadership focuses on setting clear goals, rules, and rewards, and motivates through incentives rather than personal charm. Traditional or Feudal Leadership emphasises absolute authority and strict obedience, moving away from charisma and inspiring through hierarchy and rule-following.
Modern Leadership (Collaborative and Adaptive) moves away from hierarchical, authoritarian approaches tied to charisma and instead emphasises openness, team participation, shared vision, employee development, and flexibility to adapt to change. Leaders in this style empower employees, encourage open communication, and build positive work environments focused on stable growth.
Drucker's own development of MBO highlights decentralized management and focuses on setting clear, measurable objectives collaboratively with employees rather than relying on charismatic influence.
In conclusion, while charismatic leaders may initially capture attention, the work of Dransfield and Drucker serves as a reminder that true leadership lies in fostering collaboration, setting clear objectives, and emphasising empowerment over personal charm. As Drucker once said, "Management is doing things right; leadership is doing the right things."
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