Question1. Comment on "Most leaders develop a high exchange relationship with a small number of trusted subordinates who function as assistants, lieutenants or advisers."
Leader, for a long time have been regarded as distinct group of people who are different from their subordinates, assistants or rather advisers. However, from the psychological point of view, leaders have all features of human nature such as social and psychological characteristics. Consequently, most of the leaders, despite their level or class can still relate friendly and cordially with their subordinates. However, this kind of relationship depends on how free the leader is to a certain subordinate or lieutenant (Bass & Riggio, 2006 p 134).
Some workers or subordinates are free to interact and joke with their bosses. In such situations, depending on the type of the leader, relationship can stem out. However, it should be noted that the parties, the leader and the subordinate must be compatible to each other. The degree of compatibility depends on the similarities of their shared beliefs, interests and other common things between the two parties (Yukl, 2008 p 227).
Therefore, it is not by miracle that most leaders can develop a high exchange relationship with a small number of trusted subordinates who functions as assistants or lieutenants.
Question2. Comment on "Dyadic relationships typically progress through a series of ups and downs with shifts in attitudes as the two parties attempt to reconcile their desire for autonomy with their desire for closer involvement"
Dyadic relationship, or rather the development of high exchange relationship between the leaders and subordinates, typically progress through a series of ups and downs with shifts in attitudes as the two parties, the leader and his subordinates , attempt to reconcile their desire for autonomy with the desire for closer involvement. This is true because any leader has some social or societal framework that requires him to operate within. However, from the psychological point of view, he or she cannot stay in isolation or autonomously as dictated by the beliefs governing leadership. Therefore, achieving dyadic relationship is a hectic task for a leader as well as subordinate because they must first break the norms and beliefs holding them in a particular state. Charismatic leadership is that kind of leadership that comes about when a leader uses his or her personal traits such as charm to lure people into following him (Yukl, 2008 p 239).
Question3. What are the fundamental differences between charismatic and transformation leadership?
A charismatic leader must be very persuasive and be able to make effective use of his or her body language and language. On the other hand transformational leadership is that kind of leadership that leads to positive outcomes. The transformational leader must be radical and focus in order to bring such positive change.
Question4. Discuss the "dark" side of Charismatic leadership
The dark side of a charismatic leader is a term used to describe a sate whereby most of the charismatic leaders tend to believe that they are useful whereas in real sense, they lack the skills of a leader (Yukl, 2008 p 274).
References
Bass, B. M. & Riggio, R. E. (2006).Transformational leadership. New York, NY: Routledge Press.
Yukl, G.A. (2008). Leadership in Organizations. New York, NY: Prentice Hall Press.
