Charismatic Leadership in Organizations by Jay A. Conger, Rabindra N. Kanungo

By Jay A. Conger, Rabindra N. Kanungo

This ebook not just integrates the growing to be physique of study and thought on charismatic management, but additionally pushes again the frontiers of our wisdom by means of introducing new theories and insights. The authors current a complete version of the charismatic management method. The version is documented through broad empirical study and richly illustrated with case examples of company leaders.

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The superintendent's responsibilities were more geographically concentrated and involved a more limited number of stakeholders, which resulted in deeper working relationships at the district level and also inspired affection and trust in her leadership. These in turn heightened perceptions of her charisma. With findings like Roberts and Bradley's in mind, we can think of the contexts of organizations as divided into an outer and an inner context (Pettigrew, 1987), the outer being the environment beyond the organization and the inner including the organization's culture, structure, power distribution, and so on.

Max Weber (1925/1968), for example, specifically focused on times of "crisis" as facilitating environments. The basic assumption is either that times of stressful change encourage a longing among individuals for a leader who offers attractive solutions and visions of the future or that charismatic leaders have an easier time promoting a transformational vision during times of uncertainty, when the status quo appears no longer to function (Bryman, 1992). To date, the most important empirical study to examine situational factors in organizational contexts was conducted by Roberts and Bradley and reported in our volume Charismatic Leadership (1988b).

Following in this vein, later studies of supervision and leadership in organizations (Yukl, 1994) identified two major leadership roles: a consideration or people orientation (also known as the social role) and an initiating structure or task orientation (also known as the task role). The first role—that is, a consideration or people orientation—reflects the social-emotional side of leadership: "the degree to which the leader's behavior towards group members is characterized by mutual trust, development of good relations, sensitivity to the feelings of group members, and openness to their suggestions" (Andriessen & Drenth, 1984, p.

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