Source: @awamleh1999

Hinzugefügt am 2022-11-06

304 undergraduates who were presented videotaped speeches by a bogus CEO of a software company (p. 1)

Meindl and Erlich’s (1988) Romance of Leadership Scale (RLS-D) (p. 1)

MANCOVA analysis (p. 1)

significant effects of delivery, content, and organizational performance on both perceived leader charisma and effectiveness (p. 1)

one of the primary sources for charisma: vision (p. 2)

A vision can be defined as a mental image that a leader evokes to portray an idealized future for an organization (Conger, 1989). An idealized vision is generally considered to be a prerequisite for a leader to become transformational or charismatic (e.g., Bass, 1990; Conger, 1991; Conger & Kanungo, 1987; Tichy & Devanna, 1986). Once formulated, this vision must be articulated to mobilize followers to pursue it. (p. 2)

According to Meindl (1990), some individuals exhibit a dispositional tendency to attribute organizational outcomes to leadership across situations. Such individuals (p. 2)

are especially inclined to attribute leadership and charisma to persons who appear to be, or claim to be, responsible for organizational outcomes (Shamir, 1992), even if such inferences are unwarranted. (p. 3)

ancient Greek word meaning “gift” (p. 3)

the “word vision refers to some idealized goal that the leader wants the organization to achieve in the future.” (p. 4)

Shamir and associates (1994) found that references to history, collective identity, hope, values, and moral justifications are key elements of charismatic leaders’ rhetoric. (p. 4)

Multifactor Leadership Questionnaire (MLQ-5X/Short Form) (Bass & Avolio, 1995) (p. 10)

As Klein and House (1995) point out, charisma does not reside in the leader. Instead it resides in the relationship between a leader, a follower, and an environment that is conducive to such a relationship. They conceptualize charisma as a “fire” that requires a “spark” to be “ignited.” This “spark” is provided by the charismatic qualities of the leader. (p. 23)