本篇论文代写-领导者的魅力讲了正如Schulz(2012)所指出的，自我被认为是有魅力的领导者。在获得任何东西之前，先给予别人是一种更高层次的理解。这导致他们关注于他们能为组织、他们身边的人提供什么，以及可能被证明有效的补充。人们普遍认为，劳动力的投入将有助于实现结果。本篇论文代写文章由加拿大第一论文 Assignment First辅导网整理，供大家参考阅读。
As per Schulz (2012), selfness is identified among the leaders that are charismatic. There is higher understanding of giving to other before gaining anything. This results in their focus on what can be provided by them to the organization, people around them and additions which might prove effective. There is a common understanding that the input of workforce will assist in result realization.
Self-importance is another aspect correlated with the charisma within leaders. There is conceit, arrogance to some extent and confidence present among the leaders who are charismatic (Van Knippenberg and Sitkin, 2013). However, such leaders understand the extent to which these qualities are presented to others. As per Mariam (2013), the leaders with the quality of charisma do not act self-important instead they maintain their approachability. Apart from which they ensure that the appropriate credit is given to the members that have worked for it instead of taking it (Sosik et al., 2014). The individuals with self-importance are easily identified by the others. This is because it reflects the insecurities behind the need to be pretentious and attract likewise individuals. This line is maintained by the charismatic leaders that imply the high importance of charisma in being a good leader.
According to Norman (2009) the significance of other individuals is highlighted suggesting the need of other individuals in achieving the desired goals. It is considered that with inclusion of others the scope for learning is improved as well as they can be utilized in the favour of goals completion (Sosik et al., 2014). It is understood by the charismatic leaders that the amount of people within the professional and personal life does not matter. Instead the quality is purposeful as the high quality relationships are valued highly by the people. Hence the charismatic leaders are easily able to get acquainted with the individuals that can drive the organizational success.
Another quality that is linked with charisma is humbleness. It is found by various researchers that good leaders are humble and their charisma enforces the appropriate actions. There is general practice of not trying to impress other and giving credit for other’s work instead of taking it is found within charismatic leaders (Nohe and Michaelis, 2016). Emotional bonds are created by such leaders apart from basic work or intellect relation. As per Kevin (2010), appropriateness within dominant behaviour is shown by the charismatic leaders. This is done in an attempt to avoid being presented as self-important to ensure feelings of hatred or jealousy is not triggered in any of the follower group.
As per Kristen (2008), the level of clarity in the vision is seen to be high in the leaders with charisma quality. They are focused on the target or the end result that guides them and assists them in their positioning (Van Knippenberg and Sitkin, 2013). The clear vision also attracts the surrounding workforce to believe in it and place their efforts towards its achievement. In such instances, the vision is supported that is highly captivating in alignment with the desires, interests and values. Hence their intensity of the passion for the vision makes other people believe in it. This also enforces ethical orientation which is essential to become a good leader.