Charisma isn't always enough. (Sales Force Management)

• Published in: Sales & marketing management 1990-10, Vol.142 (12), p.10
• Main Authors: Greenberg, Jeanne, Greenberg, Herb
• Format: Magazinearticle
• Language: English
• Subjects: Analysis; Delegation; Group dynamics; Human resource management; Leadership; Management; Management styles; Methods; Sales management; Sales managers; Sales personnel; Salespeople; Skills
• ISSN: 0163-7517; 1943-7250

Charismatic leaders are those rare individuals who can fill people with a new sense of purpose and encourage them to reach further than they have reached before. While charismatic leaders can be of real benefit to an organization, they also can create some problems. Charismatic leaders generally have a hard time sustaining their momentum over an extended period. Because they are more self-centered and less group-oriented than most managers, charismatic individuals are not likely to concentrate on developing the capabilities of other team members. Also, when it comes to delegating, they often pass on the responsibility without relinquishing the authority. Charismatic leaders also seem more interested in moving their own ideas forward instead of developing a collaborative environment. To be effective, charismatic leaders need to fight some of their natural tendencies and make a concerted effort to include people rather than exclude them.