Charismatic Leadership Theory

Charismatic Leadership Theory

Franklin D. Roosevelt

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• 32nd President of the US
• Eloquence
• Desire for change and risk taking
• Use various modes of communication
• Creating emotional challenges and encouragement for followers 

• Social change
• Political
• Organizational
• Religious

Recommendations on Implementations

Conclusion

A Charismatic leader needs to be careful of their power.

because:

Positive

• Followers may give unchallenged levels of obedience
• Experience extreme effeminacy
• Highly effective in high stress situations(Crisis Management)

Negative

• Unchallaged levels of power (cultivating the "Yes Man")
• Narcissism, unrelastic, and insensitive to followers
• NO accountablity, lose of morals and ethics

History

Max Weber German Sociologist

Charismatic Leadership

defined:

"resting on devotion to the exceptional

sanctity, heroism or exemplary character of

an individual person, and of the normative

patterns or order revealed or ordained by him".

*

Extension of Attribution Theory:

Transformational leader

(Weber, 1947 p.195)

Charisma:

Is a essential part of transformational leadership

"gifts from God that allowed receivers to carry out extraordinary feats such as healing or prophecy."*

Types of motives:

Power, Achievement, & Affiliation

(Conger, Kanungo, Menon, & Mathur, 1997, p. 291)

Behaviors and personal attributes:

(1) Articulation of a future vision;

(2) Building credibility and commitment

to the vision; and

(3) Creating emotional challenges

and encouragement for followers.

References

(Gautrey, 2014.) Title: Influential leadership : a leader’s guide to getting things done / Colin Gautrey. Philadelphia, PA : Kogan Page, 2014. 1st edition

Javidan, M., & Waldman, D. A. (2003). Exploring charismatic leadership in the public sector: Measurement and consequences. Public Administration Review, 63(2), 229-242. DOI: 10.1111/1540-6210.00282

Oreg, Shaul, Berson, Yair (2015) Personality and charismatic leadership in context: the moderating role of situational stress. Personnel Psychology; 68 (1), p49-77, 29p; 00315826 doi: 10.1111/peps.12073

Shah, T., & Mulla, Z. R. (2013). Leader Motives, Impression Management, and Charisma A Comparison of Steve Jobs and Bill Gates. Management and Labour Studies, 38(3), 155-184.doi: 10.1177/0258042X13509736

Vlachos, P. p., Panagopoulos, N. n., & Rapp, A. a. (2013). Feeling good by doing good: employee csr-induced attributions, job satisfaction, and the role of charismatic leadership. Journal Of Business Ethics, 118(3), p 577-588. 01674544 DOI:10.1007/s10551-012-15901

Wren, D. A., (1994). The evolution of management thought. John Wiley & Sons, Inc., New York

http://gom.sagepub.com.libproxy.chapman.edu/content/39/2/131.full.pdf+html

http://eds.b.ebscohost.com.libproxy.chapman.edu/eds/pdfviewer/pdfviewer?vid=10&sid=56785b8d‐

cdca‐435e‐a381‐8f50157f4c7f%40sessionmgr111&hid=113

CASE ANALYSIS

STEVE JOBS

APPLE Inc.

Excellent presentation skills

Narcissism

Impulsiveness

Cyclic behaviors  

3 TYPES of Authority

(1) Rational-legal, based on ones position or rank

(2) traditional, based on a belief in obedience to a person who occupied a traditional position of authority

(3) charismatic, based on the sheer force of ones personality. *

(Wren, 1994, p. 195)

5 behavioral attributes:

1. Vision and articulation.

2. Sensitivity to the environment.

3. Sensitivity to member needs.

4. Personal risk taking.

5. Performing unconventional behavior.*

Conger & Kanungo (1998)

Cornell Braud ... James Guido ... Tammy Mansker ... Dustin Moss