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terms of how the leader affects followers, who are intended to trust, admire and
transform followers. Increasing their awareness of task importance and value. Getting
them to focus first on team or organizational goals, rather than their own interests.
Activating their higher-order needs. (Bass, B.M. and Riggio, R.E. 2006)
engage in a mutual process of 'raising one another to higher levels of morality and
and values of followers. In doing so, they may model the values themselves and
use charismatic methods to attract people to the values and to the leader. Burns' view
where the appeal is to more selfish concerns. An appeal to social values thus
ongoing process rather than the discrete exchanges of the transactional approach.
Burns, J. M. (1978)
Review Related Literature
military commanders have fascinated people around the world. The topic of leadership
has drawn the attention of researchers from different fields of study. While the literature
leadership in higher education are presented. Finally, studies that have employed the
Leaders have a significant role in creating the state of mind that is the society. They can
serve as symbols of the moral unity of the society. They can express the values that
hold the society together. Most important, they can conceive and articulate goals that lift
people out of their petty preoccupations, carry them above the conflicts that tear a
society apart, and unite them in the pursuit of objectives worthy of their best efforts. (J.
W. Gardner, 1965)
Great leaders are ethical stewards who generate high levels of commitment from
stakeholders, and society in the pursuit of long-term wealth creation. Our model of
with employees and in creating organizational systems that are congruent with
ambitious goals that may have previously seemed unreachable. This factor, which is
emotional qualities to the influence process” Here, the leader raises followers’
expectations and inspires action by communicating confidence that they can achieve
are able to reach ambitious goals, and showing absolute confidence and resolve that
this outcome will occur, followers are inspired to reach the requisite level of
1985,).
Weber (1947) was the first to use the term “charisma” and describe the charismatic
leader as one who could bring about social change. He identified these types of leaders
who arise “in times of psychic, physical, economic, ethical, religious, [or] political
distress”. For Weber (1968), charisma in leaders referred to “specific gifts of the body
and spirit not accessible to everybody”. These leaders were attributed “with
could undertake great feats. Weber (1968) believed that followers of a charismatic
leader willingly place their destiny in their leader’s hands and support the leader’s
mission that may have arisen out of “enthusiasm, or of despair and hope”. Weber
(1968) argued that charismatic authority is different from bureaucratic authority and that
transvalues everything; it makes a sovereign break with all traditional or rational norms”.
Finally, Weber (1968) stated that the charismatic effect and legacy of the leader may
continue as artifacts of the organizational or societal culture, but then wane as the
Burns defined leadership as “inducing followers to act for certain goals that represent
the values and the motivations—the wants and needs, the aspirations and