Response B2 A 200-250 word response must be posted to the discussion forum

According to the article, the contingency model of team leadership posits that team member motivation is one of the mechanism through which directive and coaching team leadership affect the team performance. While discussing motivational factors, authors mostly focus on a leader’s charisma an attribute that moderates how coaching and directive team leadership influences team performance (Kempster & Parry, 2013).

As I worked at one of the companies in California I worked under a charismatic manager. A charismatic leader is one who by the force of his or her personal ability is capable of having extraordinary and profound effects on his or her followers(DeRue, Barnes & Morgeson, 2010). I realized my manager was skilled to improve the performance of his workers as well as seek radical reform for his workers to achieve the goal of the company. Our manager used coaching leadership style and effectively the style suited the company because all workers were motivated, he also inspired us to foster development and encouraged our team to find ways of performing our tasks better.  The manager was charismatic because he was able to produce heightened level of activation in us which led to increased levels of efforts and motivation. This was unlike coaching leaders who lack charisma and find it difficult to inspire his team members to orient themselves towards development. Therefore these leaders tend to use directive leadership style.

I later realized that high levels of charisma is an asset of coaching leaders and low levels of charisma is liability to coaching leaders because charisma affects the team’s motivation just like it affected us. Our manager effectively led me as part of the team because his motivation made my performance in the company to improve. Finally, as I conclude I realized that the behavior of team leader and team performance was moderated by the leader’s charisma. The implication is that coaching team leadership will be more effective when the leader has a high level of charisma.

References

DeRue, D. S., Barnes, C. M., & Morgeson, F. P. (2010). Understanding the motivational          contingencies of team leadership. Small Group Research, 41(5), 621-651.

Kempster, S., & Parry, K. (2013). Charismatic leadership through the eyes of followers. Strategic HR Review, 13(1), 20-23.