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On Fri, 28 Mar 1997 07:52:11, "George E. Dodge" <otdod@TTACS.TTU.EDU> wrote:
>Subject: Group Role Taxonomies / Chrisis Charisma
---snip---
>2. I am also searching for examples of crisis induced charisma. That
>is charismatic leadership where the situation/context is a precursor or
>interacting cause of the perceptions of charisma in followers. Usually
>after the crisis subsides so do the perceptions of charisma. Bush in
>the Gulf War and after and Churchill in WWI and after are two examples.

Lee Iacocca's stint at Chrysler would probably fit your definition.

Note that the modern "slick" politicians sieze upon crises situations as
opportunities to build their charisma. Example; going immediately to the
scene of a natural disaster and saying he/she is going to see to it that
the people get help. Clinton never misses a chance but it does not seem to
work too well for him -- perhaps HE is a natural disaster. <;)+

"Jack Ring"
jring@amug.org

Some time back David Dodge and Jack Rring posted short items about "Crisis
Charisma" with the parting impression being that it was fleeting. It may
also be highly formative, both of the leader, and of the organization.

In the final session of our Intrapreneurship course this afternoon, there
was a discussion of the book about Herb Kelleher and Southwest Airlines
(NUTS!). Upon reflection, it seems that the crises faced by Kelleher and
Southwest in their early years had two important effects in this context.
Firstly, they formed a set of cultural values which continues to sustain
the organization, serving as the talismen or touchstones for multitudes of
subsequent personal and organizational choices. (For a pretty good
analysis of the way that works at the level of nation-states, see The
Founding of New Societies, ed. by Louis Hartz about 20 years ago.)
Secondly, the early crises "burned in" Kelleher's leadership style and
established the respect his teammates have for him. In this case, the
crises are long past, but the effects remain. I'm sure there are many
other examples.

Perhaps we should look at crisis charisma in terms of the conditions which
lead to lasting effects compared to those which are more transitory.

Tom Bryant
Brock University

+/+/+/+/+/+/+/+/+/+/+/+/+/+/+/+/+=
Prof. Thomas A. Bryant, Ph.D.
Entrepreneurship Program
Faculty of Business
Brock University
St. Catharines, ON L2S 3A1 Canada
Tel: (905) 688-5550, ext. 4372
Fax: (905) 984-4188
e-mail: tbryant@peregrine.bus.BrockU.ca

<<

Perhaps we should look at crisis charisma in terms of the conditions which
lead to lasting effects compared to those which are more transitory.

Tom Bryant
Brock University
>>

We all get grinded through life. Some seem to reach a better state - a
better grind. The difference may lay in the reaction of becoming an
open or closed personality / having an open mind, and recognizing which
values are real and which are artificial. Then use this rope while
"climbing the moutain".

Emil Zahner
Innovation Coach
http://ourworld.compuserve.com/homepages/canmor/index19.htm
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try again if you have difficulties to access the CanMor site.
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Emil Zahner <75114.11@COMPUSERVE.COM> wrote:

>>... We all get grinded through life...<<

Yes, and some of us learn to avoid future grindings while others learn
to use the grindings as a method to improve our brilliance and to remove
the burrs of life which is all too uncomfortable for many of us.

>>... The difference may lay
in the reaction of becoming an open
or closed personality/having an
open mind, and recognizing which
values are real and which are
artificial. Then use this
rope while "climbing
the mountain"...<<

We learn how to react to lifes' grindings before we are teenagers.

In "The Managerial Mystique: Restoring Leadership in Business"
Dr. Abraham Zaleznik asserts that "managers", by their very nature,
thrive on control, therefore, anything that they perceive as costing
them control is unsettling and is to be avoided. Also, managers do
not allow themselves the luxury of failure whereas a leader will try,
fail, and try again all the while learning new and valuable lessons.
The manager on the other hand learns only one lesson in life--don't
fail--and to ensure non-failure managers seldom take risks.

On page 23 of Dr. Zaleznik's book he writes:

"Whereas managers focus of process, leaders
focus on imaginative ideas. Leaders are not
only dreamers, but stimulate and drive other
people to work hard and create reality out of ideas...

In comparison to visionary leaders such as...Sam
Walton, managers are practical people. Typically
they are hard working, intelligent, analytical
and tolerant of others. Because they hold few
convictions with passion, except perhaps the
need to extract order out of potential chaos,
they exhibit a high degree of fair-mindedness
in dealing with people.

Leaders are more dramatic in style and
unpredictable behavior. They seem to overcome
the conflict between order and chaos with an
authority legitimized by personal magnetism
and a commitment to their own undertakings
and destinies."

>>... Some seem to reach a better
state - a better grind...<<

Yes, the people with more leadership qualities.


Bob

+----------------------------+
| Robert F. Gately, PE, MBA |
+----------------------------+-----------------------+
| GATELY CONSULTING (508) 473-0955 |
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On Thu, 10 Apr 1997 20:09:25, Tom Bryant <tbryant@PEREGRINE.BUS.BROCKU.CA>
wrote:
>Subject: Re: Crisis Charisma
>
>Some time back David Dodge and Jack Rring posted short items about "Crisis
>Charisma" with the parting impression being that it was fleeting. It may
>also be highly formative, both of the leader, and of the organization.
>
>In the final session of our Intrapreneurship course this afternoon, there
>was a discussion of the book about Herb Kelleher and Southwest Airlines
>(NUTS!). Upon reflection, it seems that the crises faced by Kelleher and
>Southwest in their early years had two important effects in this context.
>Firstly, they formed a set of cultural values which continues to sustain
>the organization, serving as the talismen or touchstones for multitudes of
>subsequent personal and organizational choices. (For a pretty good
>analysis of the way that works at the level of nation-states, see The
>Founding of New Societies, ed. by Louis Hartz about 20 years ago.)
>Secondly, the early crises "burned in" Kelleher's leadership style and
>established the respect his teammates have for him. In this case, the
>crises are long past, but the effects remain. I'm sure there are many
>other examples.
>
>Perhaps we should look at crisis charisma in terms of the conditions which
>lead to lasting effects compared to those which are more transitory.
>
>Tom Bryant
>Brock University

Tom has made a very interesting point which prompts me to clarify how I
used the notion of Charisma. I differentiate between charismatic leaders
and transformational leaders as follows:

* Charismatic leaders exhibit self-confidence, strong convictions, poise,
speaking ability and a dramatic flair. Their followers exhibit acceptance,
trust, affection, emotional involvement, deep belief that they are
contributing to something very important.

* Transformational leaders raise the consciousness of followers by
appealing to higher values, principles and ideals. Their followers become
empowered, self-sufficient, and highly motivated.

Accordingly, I think charismatic leaders are meteors (not even comets) in
our existence. Thus transitory. In contrast, transformational leaders
make their constituents more capable of operating autonomously and their
legacy lives on in those who knew them. Charisma leads to mass suicide --
in one form or another.

I have been both and have worked for both. It is a lot easier to be
charismatic than transformational.

In my book Kelleher is a great leader but operates on the tranformational
side -- in contrast to old what's his name who "saved" Chrysler (and ruined
Maserati).

"Jack Ring"
jring@amug.org

Hi There:

I'm new to the list and just picked up on the Crisis Charisma discussion. Emil
Zahner's and Bob Gately's comments reminded me of a quote in a marketing text speaking
of Entrepreneur's. "An entrepreneur is one who's ratio of external body surface to scar
tissue is 1:1." Having recently succeeded at increasing my entrepreneurial scar tissue,
I suppose I am becoming more educated.

The question that came to mind is, do entrepreneurs become good entrepreneurs because
they are natural leaders or to they become good leaders because they become wiser
through their failures and overall experience? I guess its just the old chicken and egg
question. Have any of you seen research on correlations between the two.

Brian Ritchie, P.Eng., MBA

Brian Ritchie <brian.ritchie@SYMPATICO.CA> wrote:

>>... "An entrepreneur is one who's
ratio of external body surface to
scar tissue is 1:1." ...<<

But, did those scars lead to learning and a change in behavior
or did they cause retrenchment?

>>... I suppose I am becoming more educated...<<

To become more educated means you learned something. What did you learn?

>>... do entrepreneurs become good
entrepreneurs because they are natural
leaders or do they become good leaders
because they become wiser through their
failures and overall experience? ...<<

Good entrepreneurship and leadership are not the same thing.
Entrepreneurs who become successful may actually succeed in spite
of their poor leadership abilities. Many successful entrepreneurs
get discouraged when they fail to take advantage of past success.
The problem is that many entrepreneurs cannot delegate--a prime
requirement for a leader.

Bob

+----------------------------+
| Robert F. Gately, PE, MBA |
+----------------------------+-----------------------+
| GATELY CONSULTING (508) 473-0955 |
| 115 Dutcher Street Fax (508) 634-0670 |
| Hopedale, MA 01747-1006 Toll Free (800) 478-8117 |
| http://ourworld.compuserve.com/homepages/gately/ |
+----------------------------------------------------+

Bob Gately wrote:
<<Dr. Abraham Zaleznik asserts that "managers", by their very nature,
thrive on control, therefore, anything that they perceive as costing
them control is unsettling and is to be avoided. Also, managers do
not allow themselves the luxury of failure whereas a leader will try,
fail, and try again all the while learning new and valuable lessons.
>>

Result is dictatorship, stifling innovation, and too often abusive use of
resources. Balancing leadership and "managership" is not easy but may
just make the difference. Too much good of anything tends to switch
polarity.

Emil Zahner
Innovation coach
http://ourworld.compuserve.com/homepages/canmor/index19.htm
Note: Compuserve webserver is sometimes behaving overworked. Please do
try again if you have difficulties to access the CanMor site.
Alternative: 75114.11@compuserve.com fax 1 519 884 1313