Compare these Leadership Styles: Charismatic, Transactional, and Transformative.Charismatic Leadership

Prepare a 1,050- to 1,400-word paper that compares these leadership styles: charismatic, transactional,
and transformative.
Discuss the characteristics of each, their similarities and differences, and the potential pitfalls of each.
You should discuss the significance each style places on vision and communication.
Compare these Leadership Styles: Charismatic, Transactional, and Transformative.
Charismatic Leadership

Charismatic leadership is defined by the application of awe-inspiring communications skills, persuasive techniques and a charming personality that can exert control over other people (Michel and co. 2013). A few of the characteristics associated with charismatic leaders include confidence and communication skills, a visionary an engaging personality, a strong determination to bring about positive transformation. This type of leadership an example of confidence as the leaders are steadfast and are adamant about the goals they hold for the people they manage. People who are charismatic leaders generally use powerful speech and are able to captivate their followers through their powerful communication abilities. While there are many positive attributes that charismatic leaders possess, they have some potential dangers that can come with it. These shortcomings are apparent for the leader who is charismatic, his followers, as well as the organization as a whole. For example, a company that demands its workers to be dependent on their own autonomy and autonomy for effective productivity is going to have an issue as workers have to depend on their charismatic leaders, which might not be the right approach for improved productivity. There is also the possibility that self-confidence can cause narcissistic behaviors and excessive confidence, which could impede your vision and the thinking abilities for the leader with the most charisma. There are other risks, such as the risk of being persuasive, and allowing the possibility of manipulative behavior within the organisation.