Charismatic leaders undermining staff

11 August 2004

Charismatic leaders, traditionally thought to make the best managers, can actually undermine the performance and attitudes of staff, a study by a psychology Masters student at Monash University has found.

The study by Ms Janis McFarland found that contrary to current beliefs charismatic bosses could have a negative impact on the autonomy and work performance of staff because certain personality types do not respond well to the management style of these kinds of leaders.

Charismatic or transformational leaders traditionally provide intellectual stimulation to staff on an individual basis and focus on the big picture rather than the detail of projects.

Ms McFarland said this big picture approach could actually demotivate many conscientious workers who need further direction or do not know how to achieve the big picture outcome.

"Contrary to the current theories of good leadership, the style of charismatic leaders does not suit all workers, it's not a one size fits all approach," she said.

"All employees are different and some may prefer a leader who provides more clarity and guidance than the big picture approach generally associated with transformational or charismatic leaders."

Ms McFarland interviewed 312 senior level staff from an Australian consumer company to identify motivation, commitment and performance levels in staff and to examine their relationship with their managers.

The project was supervised by psychology lecturer Dr Simon Moss.

For further information, contact Dr Simon Moss on (03) 9905 3979, or the Media Communications office on (03) 9905 5828 or 0417 603 400.