3 Statges of Charismatic Leadership

Conger and Kanungo (1998) define organizational leadership as a behavioral process that can be observed and therefore learned. According to the authors, Charismatic Leadership has three stages. Although the process of charismatic leadership is not said to be linear, Conger and Kanungo report that it is nonetheless effectively described in three stages. In this regard, the authors note that in the first stage, the charismatic leader is a leader who is sensitive to environmental constraints and able to identify opportunities.

According to Conger and Kanungo (1998), in the second stage, the charismatic leader excels in articulating a vision and in using impression-management skills to motive followers to achieve it. In the third stage, the charismatic leader is said to excel in the application of innovative and unconventional approaches, all tailored to achieve the vision originally formulated and articulated. However, throughout the process, what marks the charismatic leader most strongly is the ability to use personal power to influence others to achieve the stated objectives and goals.

The purpose of the review of literature presented here is to briefly examine the current organizational research on charismatic leadership. Specifically, the review examines studies of the nature of charismatic leadership, its effectiveness and limitations, and ethical concerns.

Organizational Research on Charismatic Lead

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handle it by mediating relationships so as to inspire increased effectiveness. Further, they are able to handle even large organizational changes by this same effective strategy. Similarly, in an extensive study of organizational leadership behavior, Sosik (2005) found that charismatic leaders have specific values that operate to motive followers to achieve goals. These include traditional, collectivistic work values, self-transcendent, and self-enhancement values. Findings also indicated that the levels of each of these values held by the charismatic leader can predict the leader's level of performance. Effectiveness and Limitations of Charismatic Leadership Cha and Edmondson (2006) report that while charismatic leadership can be highly effective, there are some clear limitations on their level of effectiveness. Based on the findings of a qualitative longitudinal study of a small advertising firm, they noted that the charismatic leader has a way of expanding employees' value system in terms of the organization and that this ability is in part responsible for their effectiveness. However, the authors also observed that if charismatic leaders do not themselves epitomize and embrace these values they will be perceived by empl
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Approximate Pages = 5 (250 words per page)