____Literature
Review >> Comparison_______________________________________________

Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership. Some writers use charismatic and transformational leadership interchangeably but there are plausible differences that should not be ignored or discounted.

The charismatic leader and the transformational leader can have many similarities, in that the transformational leader may well be charismatic. Another would be both transformational and charismatic leaders seek to lead by example. They become role models to their followers. Charisma is an essential part of transformational leadership. However, transformational leaders are usually not considered to be charismatic by the followers.

Their main difference is in their basic focus. The transformational leader has a basic focus of transforming the organization and, quite possibly, their followers, the charismatic leader may not want to change anything. Transformational leaders are often charismatic, but are not as narcissistic as pure charismatic leaders, who succeed through believing in themselves rather than believing in others. A transformational leader seems more likely to take actions that will empower followers and make them partners in a quest to achieve important objectives. A charismatic leader seems more likely to emphasize the need for radical change that can only be accomplished if followers put their trust in the leader's unique expertise. Most charismatic leaders will not appear to develop and empower followers in the way one would expect for a transformational leader.

The distinction between charismatic and transformational leaders is on the basis of whether their leadership results in dependence or empowerment of followers (Yukl, 1998). In addition, in charismatic leadership, there is strong identification with the leader. This implies that the departure of the leader may result in a crisis, intense feelings of loss and severe orientation problems on the part of the followers (Shamir, 1991). Yukl (1998) claims that, while charismatic and transformational leaders employ many similar behaviors, there are also behaviors that distinguish between them, and it is unlikely that a leader will be both charismatic and transformational at the same time. Some examples can be found of leaders who seem to be both charismatic and transformational, but they are rare.

According to the most accepted formulation of transformational leadership, charismatic leadership is part of transformational leadership (Bass, 1985). However, Yukl argues that there is a fundamental difference between the two types of leadership because "Transformational leaders seem to empower and elevate followers, whereas many charismatic leaders seek to keep followers weak and dependent…"(Yukl, 1998, p327). According to Yukl (1998), charismatic leadership is based on followers who perceive the leader as extraordinary and are therefore dependent on the leader for guidance and inspiration, while transformational leadership is based on the development and empowerment of followers to function effectively in an independent manner.

It seems, therefore, that what may distinguish transformational leadership from charismatic leadership, and perhaps also some charismatic leaders from others, is the extent to which the leader's influence on followers' is mediated by the creation of strong identification with the leader among followers. When such strong identification is created, the result may be a high level of followers' dependence on the leader. When the leaders' influence is not mediated by strong personal identification but by other means, the leader may have the empowering effects attributed to transformational leadership and to some types of charismatic leadership.

References
Bass, B. M., 1985, Leadership and Performance Beyond Expectations, Free Press, New York.

Yukl, G., 1998, Leadership in Organisations, 4th Edition, Prentice Hall, New Jersey.

Shamir, B., 1991, 'The charismatic relationship: Alternative explanations and predictions', Leadership Quarterly, Vol. 2, pp81-104.