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Abstract The charismatic leadership style is often confused with the transformational leadership style, as both involve both a high level of inspiration and a significant ability to change organizations, but also to make them resilient. However, the two styles differ in the source of authority, the goals pursued, and the way leaders relate to subordinates. From the perspective of managing important changes and motivating work teams towards common goals, both styles have proven to be effective, often coexisting or being used together by effective leaders. Therefore, from a theoretical perspective, this paper is intended to be a bibliographic study that will address the characteristics of charismatic and transformational leadership with a focus on their role in generating organizational performance and resilience. From a methodological point of view, the quantitative analysis is carried out based on the analysis of the answers received to a questionnaire administered to a number of 45 people with various management/leadership positions within organizations with a productive profile. The general objective of the study is to identify the role of charismatic and transformational leadership in the organizational performance and resilience of several organizations, with the main field of activity being production, where the typology of existing relationships between leaders and supporters is diverse and where the leadership styles adopted can have several different valences.
Todăriţă et al. (Mon,) studied this question.