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Abstract
The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers' self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about (a) the behavior of charismatic leaders and their effects on followers, (b) the role of followers' values and orientations in the charismatic relationship, and (c) some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.
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This unique journal scans the globe for new research that draws upon multiple disciplines or levels of analysis: achieves genuine integration of theory, data, and managment applications; and improves organizational functioning. Artificial Intelligence Communications Theory Economics History Hypercompetition Information Science Organization theory Political Science Psychology Strategic Management Systems Theory
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Organization Science
© 1993 INFORMS
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| personality is best described as | a stable set of psychological characteristics that makes each person unique and constitutes a person’s character and temperament |
| Which of the following was not listed as an environmental factor in the individual differences framework? (all are) | culture and education, parental influence, and physical environment |
| Ambition, material comfort, and success are values typically held by people in which of the following age groups? | 40-50 baby busters between 1960’s and 70’s |
| Which of the following is not a component of emotional intelligence? | Self-awareness, self-regulation, self-motivation, empathy for others, interpersonal and social skills |
| Emotional intelligence is important in leadership because | The increased use of teams, globalization, and the need to retain talented followers |
| Which of the following is not one of the leadership skills? | Technical, interpersonal skills, conceptual skills |
| Which of the following is not part of the Big Five personality dimensions? | Conscientiousness, extraversion/introversion, openness to experience, emotional stability, agreeableness |
| Which of the following is not a characteristic of narcissism? | entitled, grandiose, superior, self-preoccupied, arrogant, continual need for admiration, exhibitionist |
| Power and influence differ in that: | power is the ability of one person to influence others to exercise control over them. Influence is the power to affect or sway the course of action. Influence refers to changing a course of action. |
| The higher ________________ and the lower the _______________, the more likely it is that leaders will hold a high degree of power that they can use. | |
| If you are trying to influence your supervisor’s decision regarding a project, which would be the most appropriate influence tactic to use? | expert |
| A team leader focuses on assuring that his team members have the latest expertise not available elsewhere in the organization. He is using which organizational source of power to assure that his team has power? | substitutability |
| CEO looking for a VP and decided to let a committee of various people within org. select next VP. She drafts the job description and makes a detailed list of the type of characteristics, skills, experiences, and abilities. Her action is an example of: | control of decision criteria |
| Whether an organization is traditional or informal structure, CEOs are strategically located for access to information and resources. This is an example of which of the executive sources of power? | centrality of org. |
| The key organizational factor in abuse of power is: | culture of organization |
| Which of the following was not mentioned as a solution to corruption? | clear message&consistency, accountability, reduce uncertainty, train leader&follower, protect employees, open com., leader involved daily act., reduce dependency on leader, empowerment, objective perform. measures, involve outsiders, change org. culture |
| The underlying theme of empowerment is: | giving away to and sharing of power with those who need it to perform their job functions |
| Which of the following were lists as leadership factors in empowerment? | creating a positive emotional atmosphere, setting high performance standards, encouraging initiative and responsibility, rewarding openly and personally, practicing equity and collaboration, and careful monitoring and measurement |
| Which of the following is not an organizational factor that contributes to empowerment? | decentralized structure, appropriate selection and training of leaders and employees, removing bureaucratic constraints, rewarding empowering behaviors, expressing confidence in subordinates, and fair and open organizational policies |
| Theories of charismatic leadership are closely related to which of the other models of leadership? | LMX model (leadership relationship) |
| Charismatic leaders and their followers | intense emotional bond, high degree of respect/affection/and esteem for the leader, loyalty and devotion to leader, identification with the leader, high confidence in leader, high-performance expectations, and unquestioning obedience |
| A charismatic leader possesses all of the following characteristics except: | high degree of self-confidence, strong conviction about ideas, high energy and enthusiasm, expressiveness and excellent communication skills, active image building/role modeling/and impression management. |
| The charismatic leader’s _____________ helps define and frame their vision and the mission of the group and the organization | communication skills |
| The essence of strategic leadership and management is: | guide organization |