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By Joanne B. Ciulla, Donelson R. Forsyth, Michael A. Genovese, George R. Goethals, Lori C. Han, Crystal L. Hoyt

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Phillips, J. S. (1982). A theory of leadership categorization. In J. G. Hunt, U. Sekaran, & C. ), Leadership: Beyond establishment views (pp. 104–121). Carbondale, IL: Southern Illinois University. 28 Leadership and Psychology Magnusson, D. (1998). The logic and implications of a person-oriented approach. In R. B. Cairns, L. R. Bergman, & J. ), Methods and models for studying the individual (pp. Thousand Oaks, CA: Sage. Mann, R. D. (1959). A review of the relationships between personality and performance in small groups.

Journal of Abnormal and Social Psychology, 27, 430–442. Pfeffer, J. (1998). Understanding organizations: Concepts and controversies. In D. T. Gilbert, S. T. Fiske, & G. ; pp. 733–777). Boston, MA: McGraw-Hill. Sashkin, M. (1988). The visionary leader. In J. A. Conger & R. N. ), Charismatic leadership: The elusive factor in organizational effectiveness. San Francisco: Jossey-Bass. Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437–454. , Goldstein, H. , & Smith, D. B.

According to Conger and Kanungo, charismatic leaders possess certain qualities and behaviors. These include: sensitivity to the environmental context, sensitivity to followers’ needs and concerns, ability to articulate a compelling, shared vision, unconventional behavior, and personal risk taking. By being sensitive to the environmental context, charismatic leaders look for opportunities to move followers and the organization forward in substantial and often dramatic ways. This can involve moving the group from a period of stagnation or noticing an opportunity for a new endeavor, a course of action, or, in business, a new product or service.

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