1.0.

INTRODUCTION
In every work organisation, leadership is a vital element which brings about the social
relationships of groups at work. Every group needs a leader and the leader needs
followers. Cle G.A. define leadership as a dynamic process at work in a group whereby
one individual over a particular period of time, and in a particular organisational context,
influences the other group members to commit themselves freely to the achievement of
group tasks or goals. Thus, a leader must be able to exercise a wide range of behaviour in
order for him or her to maintain the leadership role effectively. A leader is usually in
charge of a group but may not be a leader in practice. Leaders are mere ‘figurehead’
suggesting the point that ‘whoever exercises influence is the leader’. The leader’s core
role is to influence the group towards the achievement of group goals and Fiedler (1967)
sees this as important implications for the degree of power possessed by the leader.
Among category of leadership overlooked in previous investigations by many
organisations is the charismatic forms proposed many decades earlier by the German
sociologist Max Weber ([1925] 1968). Also, other leadership styles such as emotional
intelligence have emerged which needs critical analysis as to how it can influence a
leader in an organisation. This research evaluates the relationship between charismatic
leadership and emotional intelligence on the effectiveness of leaders in organisations.
2.0. CHARISMATIC LEADERSHIP
The term charismatic is derived from an ancient Greek word meaning 'gift'. According to
Jay A. Conger and Rabindra N. Kanungo (1994). Charismatic was adopted by the early
Christian Church to describe gifts (charismata) from God that enabled them to perform
extraordinary feats such as prophecy and healing. Its application in leadership contexts
was postulated by the research conducted by Max Weber ([1925] 1968). Weber asserted
that the holder of charisma is 'set apart from ordinary men and treated as endowed with
supernatural, superhuman, or at least . . . exceptional powers and qualities ... (which) are
not accessible to the ordinary person but are regarded as of divine origin or as exemplary,
and on the basis of them the individual concerned is treated as a leader' (Weber, [1925]
1968:358-359). House and Baetz (1979) say charismatic leaders have by the force of their
personal abilities capable of having profound and extra ordinary effects on followers.
They are perceived as leaders who possess superhuman qualities and accept
unconditionally the leader’s mission and directives for action (Willner, 1984). Thus a
charismatic leader derives his or her particular legitimacy faith in a leader's exemplary
character and not from traditions, rules, positions, or laws. Conger Jay .A. and Kanungo
Rabindra .N. (1994) summarises the behavioural components of charismatic leaders as
shown in table 2.1 below.
NONCHARISMATIC CHARISMATIC
Relation to status quo Essentially agrees with Essentially opposed to
status quo and strives to status quo and strives to
maintain it change it
Future goal Goal not too discrepant Idealized vision which is
from status quo highly discrepant from
status quo
Likableness Shared perspective makes Shared perspective and
him/her likable idealized vision makes
him/her a likable and
honourable hero worthy of
identification and imitation
Trustworthiness Disinterested advocacy in Disinterested advocacy by
persuasion attempts incurring great personal risk
and cost
Expertise Expert in using available Expert in using
means to achieve goals unconventional means to
within the framework of transcend the existing order
existing order
Behaviour Conventional, conforming Unconventional or
to existing norms counternormative
Environmental Low need for High need for
environmental environmental
Sensitivity Sensitivity to maintain Sensitivity for changing the
status quo status quo
Articulation Weak articulation of goals Strong articulation of future
and motivation to lead vision and motivation to
lead
Power base Position power and personal Personal power (based on
 power (based on reward, expertise, respect and
expertise and liking for a admiration for a unique
friend who is a similar other hero
Leader – follower Egalitarian Elitist
Relationship Consensus seeking or Entrepreneur and exemplar
directive
Nudges or orders people to Transforms people to share
share his/her views the radical changes
advocated

3.0. EMOTIONAL INTELLIGENCE

Salovey and Mayer (1990) define Emotional Intelligence (EI) as "a form of social
intelligence that involves the ability to monitor one's own and others' feelings and
emotions, to discriminate among them, and to use this information to guide one's thinking
and action." Other researchers like John Mayer (1990), a University of New Hampshire
psychologist, narrowed the definition of EI to suggest the ability to understand how
others' emotions work and to control one's own emotions. In a broader sense, Goleman
(1995) states that EI also includes such competencies as optimism, conscientiousness,
motivation, empathy and social competence. Gordon et. al. (1994) indicate that emotional
intelligence deals largely with personality and mood, aspects of the individual that cannot
be changed. Emotional intelligence enables the leaders to have empathy. Leaders with
empathy are able to understand their employees' needs and provide them with
constructive feedback.
4.0. EFFECTIVENESS OF CHARISMATIC AND EMOTIONAL
INTELLIGENCE LEADERS IN ORGANISATIONS
In a growing and prosperous organization, there is a need to retain good employees
especially those with the skills that are important in the high-tech economy. A study
conducted by Zipkin (2000) indicated that duration of stay of an employee in a company
and his productivity would be determined by his relationship with his immediate
supervisor. Thus, people who have good relation with their supervisors are ‘four times
less likely to leave than are those who have poor relationship.’ This is because the skills
and characteristics in the supervisors become determining factors for the satisfaction of
employees in any organization. Each time the supervisor senses the feelings of their
employees at the workplace regarding the work and intervene at the appropriate time
when these employees begin to ‘lose faith in the system and become disenchanted’, Singh
.K. (2008) says the supervisor would be able to handle them in a better way. This in turn
enables employees to manage their own emotions and thus induce a feeling of trust and
attachment among the employees. Conclusively, In essence, Kavita Singh (2008)
indicated that supervisors who are able to make their employees stay for a longer duration
are those with high emotional intelligence.
In organisations, charismatic leaders have the ability to formulate and articulate an
inspirational vision through their behaviours and actions that foster an impression that
they themselves and their mission are extraordinary. In essence, their folowers choose to
follow such leaders in management settings not only because of ‘formal authority but out
of perceptions of extraordinariness.’ According to Conger Jay .A. and Kanungo Rabindra
.N. (1994), charismatic leaders have greater desire to change the status quo and by a
heightened sensitivity to environmental opportunities, constraints, and followers' needs,
perceived both as critics of the status quo and as reformers or agents of radical reform,
formulation of a shared, but idealized future vision and effective articulation of this
vision in an inspirational manner and are seen to be engaging in exemplary acts that
subordinates interpret as involving great personal risk and sacrifice.
5.0. CONCLUSION
It can be seen from the evaluation of charismatic leadership and emotional intelligence
that modern leaders need to employ the two as they lead others. Charismatic leaders are
able to empower subordinates and build trust and their leadership role is seen to be
deploying innovative and unconventional means for achieving their visions. Emotional
intelligence enables leaders to sense the feelings of their employees at the workplace
making employees to manage their own emotions and thus induce a feeling of trust and
attachment among the employees.
REFERENCE

Goleman, D. (1995), Emotional Intelligence, New York: Bantam.

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Jay A. Conger and Rabindra N. Kanungo (1994), Journal of Organizational Behavior,

Wiley
Salvoey, P. & Mayer, J.D. (1990), Emotional Intelligence. Imagination, Cognition and
Personality.
Singh .K. (2008), Indian Journal of Industrial Relations Vol. 44, Shri Ram Centre for
Industrial Relations and Human Resources

Weber, M. (1968). Economy and Society (1925), three volumes, Roth, G. and Wittich, C.
(Eds) Bedminster, New York.

Zipkin, A. (2000), "The Wisdom of Thoughtfulness", New York Times.