Question 2 [Xilinx]

The variables that indicate charismatic leadership are described below, with an analysis of Wim Roelandts’ performance in each category. The case describes other instances of the Xilinx executives exhibiting some of the characteristics of charismatic leadership below but none of the examples mentioned incorporate as many of the variables as Wim Roelandts.

The circumstances surrounding Wim Roelandts’ transition to Xilinx reflect many of the external factors generally perceived as characteristics of a charismatic leader. He came in from another successful firm, HP, with the goal of instituting visionary changes at Xilinx. He brought with him the idea that Xilinx could be both a firm which valued employees and treated them well while maintaining competitiveness in the market. Wim shares his vision of the company with the other managers as well as with the employees and motivates the members of the organization to work together to make the company a success and the workplace employee friendly. He maintains avenues of communication with employees even though it has become too difficult to speak with them in person. The employees make it clear that the emphasis on the value of their input and respect for their ideas is a key factor in their satisfaction despite other difficulties that might have engendered employee dissatisfaction.

Charismatic leadership is an attribution based on follower perceptions of their leader’s behavior. Charismatic leaders…

A. Formulate a shared and idealized future/strategic vision

Wim knew he wanted to re-create Xilinx, transitioning from a company similar to HP into a company that was both competitive in the market and was a “great place to work.” This reflects the charismatic leader trait of formulating an idealized future vision. Wim shared this vision with employees and with other senior managers as well