Analysis of What Makes a Successful Leader

In the self-concept-based motivational theory of charismatic leadership, George & James (1993), argue that charismatic leadership has the effect of strongly engaging followers' self-concepts in the interest of the mission articulated by a leader. The theory suggests that charismatic leaders increase the intrinsic variance of efforts and goals by linking them to valued aspects of followers' self-concepts.

Specifically, according to the theory, charismatic leaders, by verbal and symbolic behavior, raise the values and collective identities in followers' self-concepts and articulate the goals and the required efforts in terms of those values and identities (Bartone & Kirkland, 1991). Through such actions, charismatic leaders make efforts and goals more meaningful for followers and harness the motivational forces of self-expression, self-consistency, self-esteem, and self-worth.

These behaviors include such acts as interpreting the present and the past in terms of the group's values and identity, and trying to come up with an ideological mission, amplifying values and identities by using labels, slogans, and metaphors, linking the amplified v

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Carmines Zeller, Bartone Kirkland, Broad Perspective, George James, Baron Kenny, Higgins Thompson, Ashforth Mael, Roles Cohen, , July Charismatic, charismatic leadership, charismatic leaders, academy management, values identities, theory charismatic, followers' self-concepts, higgins thompson 1995, bass 1985, learning behavior, mael 1989, kenny 1986, barclay higgins thompson, york free press, agle sonnenfeld 1994, seven tasks manager,
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