Abstract In this article we present a model of the processes whereby social actors use impression management behaviors to create and maintain identities as charismatic leaders. Using a dramaturgical and interactive perspective, we examine the roles that the environment, actor (leader), and audience (followers) play in defining the situation and in jointly constructing a "charismatic relationship." We assert that charismatic leaders' self-systems and situational assessments guide their efforts to manage follower impressions of them, their vision, and their organization. Framing, scripting, staging, and performing constitute the basic phases in this dramaturgical process. Exemplification and promotion are identified as the primary strategies invoked by leaders during the performing phase to construct a charismatic image; facework is employed to protect this image when it is threatened. We also consider how and why followers come to attribute charisma to, identify strongly with, and direct high levels of positive affect toward the leader. We advance research propositions along with methodological recommendations for testing them, and we conclude by considering the model's practical implications for developing charismatic relationships that empower followers and facilitate the attainment of socially beneficial goals. Show Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection.
 Executive summaryThis CQ Dossier describes the qualities of charismatic leaders and how they gain commitment to their vision and the mission of the organization. It draws on the main theories of charismatic leadership to present the key behaviors that distinguish charismatic leaders from non-charismatic leaders. The dossier describes how charismatic leaders use visionary language to gain commitment to their vision and how they tap into follower values in order to arouse emotion. Charismatic leaders are powerful communicators who are able to articulate a vision that is meaningful to their followers. They are also excellent role models in that they emulate the behaviors that they describe. The dossier provides examples of the linguistic techniques that charismatic leaders use to motivate others. The focus on charismatic language also provides evidence that managers can be trained to be more charismatic in how they lead others within the organization. About the Author
Annette was born in England and now lives in the United States. She has a PhD in Industrial and Organizational Psychology and has taught at several institutions. Annette has published in several journals, including Journal of Applied Psychology, Personnel Psychology, Human Resource Development Quarterly, and Organizational Research Methods. She worked in the public and private sector for many years, primarily as a management trainer. What is charismatic style of leadership?Charismatic management or leadership is a form of professional guidance or management built on a foundation of strong communication skills, persuasiveness, and maybe even a little bit of charm to help them get the most out of everyone that works for them.
What are characteristics of charismatic leadership?5 Characteristics of a Charismatic Leader. Confidence. Many of the most powerful and successful leaders exude confidence. ... . Creativity. Charismatic leaders often think outside the box and aren't afraid to take risks. ... . Vision. ... . Determination. ... . Communication.. What is the communication perspective of charismatic leaders?They excel in clearly communicating the vision and mission of an organization to its team members and others involved. Charismatic leaders place such a great emphasis on transparent and open communication that they're able to encourage their team to provide feedback and brainstorm ideas effectively.
What is charismatic leadership quizlet?Charismatic leadership theory. followers make attributes of heroic or extraordinary leadership abilities when they observe certain behaviors.
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Charismatic leaders tend to be emotionally expressive through nonverbal channels.
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