Weber’s (1946) model of charismatic leadership offers a framework within which more recent theories and findings can be shown to have a place. The process he described begins as a challenge to an existing status quo and paves the way for another. The charismatic leader elicits a willing response from followers, who begin in the faith that they are pursuing purposes greater than their own but lay the foundations of a new status quo when they seek to legitimate their positions of power. Empirical theories and findings elucidate the stages of this process. The initial status quo, leader dependence upon the support of followers, attributions of charisma and the importance of follower feelings have been described under the headings of substitutes for leadership, leader traits and behavior, implicit leadership and transformational leadership. Leader-member exchange (LMX) and strategic contingencies theory describes the appearance of an administrative staff and tendencies toward a new status quo. Descriptions of organizational development bear similarities to Weber’s model and suggest opportunities for empirical research.
Avolio, B.J. , Waldman, D.A. & Einstein, W.O.Transformational leadership in a management game situation. Group and Organization Sutdies, 1988, 13, 59-80.
2.
Barnes, H.E.A history of historical writing, 2nd edn.New York: Dover Publications, 1962.
3.
Bass, B.M.Leadership and performance beyond expectations. New York: Free Press, 1985.
Berman, F.E. & Miner, J.B.Motivation to manage at the top executive level: A test of hierarchic role motivation theory. Personnel Psychology, 1985, 38, 377-391.
6.
Brooks, E.What successful executives do . Personnel, 1955, 32, 210-225.
7.
Burns, J.M.Leadership. New York: Harper & Row, 1978.
8.
Carlyle, T.On heroes and hero worship. Cambridge: Houghton Mifflin, 1907 (original lectures in 1847).
9.
Cohen, J. , Hazelrig, L.E. & Pope, W.De-Parsonizing Weber: A critique of Parsons’ interpretation of Weber’s sociology. American Sociological Review, 1975, 40, 229-241.
10.
Comstock, D.E. & Scott, W.R.Technology and structure of subunits: Distinguishing individual and work efforts. Administrative Science Quarterly, 1977, 22, 177-202.
11.
Conger, J.A. & Kanungo, R.N.Toward a theory of charismatic leadership in organizational settings. Academy of Management Review, 1987, 12, 637-647.
12.
Copleston, F.A history of philosophy. Westminster: Newman Press, 1946.
13.
Cowen, S.S. , Middaugh, J.K. & McCarthy, K.Corporate life cycles and the evolution of management. Management Decision, 1984, 22, 3-11.
14.
Crozier, M.The bureaucratic phenomenon. Chicago, IL: University of Chicago Press, 1964.
15.
Curphy, C.J. An empirical study of Bass’ (1985) transformational and transactional leadership. Unpublished doctoral dissertation. Minneapolis: University of Minnesota, 1991.
16.
Dansereau, F. , Graen, G. & Haga, W.J.A vertical dyad linkage approach to leadership in formal organizations. Organizational Behavior and Human Performance, 1975, 13, 46-78.
17.
Durkheim, E.The elementary forms of the religious life, trans. J.W. Swain. New York: The Free Press, 1965 [1915].
18.
Ehrlich, S.B. , Meindl, J.R. & Viellieu, B.The charismatic appeal of a transformational leader: An empirical case study of a small technology contractor. Leadership Quarterly, 1990, 1, 229-248.
19.
Eitzen, R. & Yetman, N.Managerial change, longevity, and organizational effectiveness. Administrative Science Quarterly, 1972, 17, 110-116.
20.
Fiedler, F.E.A theory of leadership. New York: McGraw-Hill, 1967.
21.
Fletcher, D.S. & Taplin, I.M.Organizational evolution: The American cycle. National Productivity Review, 1999, 18(4), 29-36.
22.
Gardner, G.Functional leadership and popularity in small groups . Human Relations, 1956, 9, 491-506.
23.
Gerth, H.H. & Mills, C.W.Introduction: The man and his work. In H.H. Gerth & C.W. Mills (Eds), From Max Weber. New York: Oxford University Press, 1946.
24.
Giddens, A.Politics and sociology in the thought of Max Weber. London: Macmillan, 1972.
25.
Graen, G.Role making processes within complex organizations. In M.D. Dunette (Ed.), Handbook of industrial and organizational psychology. Chicago, IL: Rand McNally, 1976.
26.
Graen, G. & Cashman, J.F.A role-making model of leadership in formal organizations: A developmental approach. In J.G. Hunt & L.L. Larson (Eds), Leadership frontiers. Kent, OH: Kent State University Press, 1975.
27.
Graen, G. & Scandura, T.A.Toward a psychology of dyadic organizing. In B.M. Staw & L.L. Cummings (Eds), Research in organizational behavior, Vol. 9. Greenwich, CT: JAI Press, 1987.
28.
Graen, G. & Schiemann, W.Leader-member agreement: A vertical dyad linkage approach. Journal of Applied Psychology, 1978, 63, 206-212.
29.
Greer, F.L.Leader indulgence and group performance . Psychological Monographs, 1961, 75, no. 516.
30.
Greiner, L.E.Evolution and revolution as organizations grow . Harvard Business Review, 1972, 50, 37-46.
31.
Halpin, A.W.The leadership behavior and combat performance of airplane commanders . Journal of Abnormal and Social Psychology, 1954, 49, 19-22.
32.
Hater, J.J. & Bass, B.M.Supervisors’ evaluations and subordinates’ perceptions of transformational and transactional leadership. Journal of Applied Psychology, 1988, 73, 695-702.
33.
Hayek, F.A.The road to serfdom. Chicago, IL: University of Chicago Press, 1944.
34.
Hemphill, J.K.Leader behavior description. Columbus: Ohio State University, Personnel Research Board, 1950.
35.
Hersey, P. & Blanchard, K.H.Management of organizational behavior. Englewood Cliffs, NJ: Prentice Hall, 1969.
Hollander, E.P.Leadership dynamics: An effective guide to practical relationships. New York: Free Press, 1978.
38.
House, R.J. & Bayetz, M.L.Leadership: Some empirical generalizations and new research directions. Research in Organizational Behavior, 1979, 1, 341-423.
39.
House, R.J. & Dessler, G.The path goal theory of leadership: Some post hoc and a priori tests. In J.G. Hunt & L.L. Larson (Eds), Contingency approaches to leadership. Carbondale: Southern Illinois University Press, 1974.
40.
House, R. , Spangler, W.D. & Woycke, J.Personality and charisma in the U.S. Presidency: A psychological theory of leader effectiveness. Administrative Science Quarterly, 1991, 36, 364-396.
41.
Howell, J.P. , Dorfman, P.W. & Kerr, S.Moderator variables in leadership research. Academy of Management Review, 1986, 11, 88-102.
42.
Jenkins, W.O.A review of leadership studies with particular emphasis on military problems . Psychological Bulletin, 1947, 44, 54-79.
43.
Jones, H.B., JrThe Protestant ethic: Weber’s model and the empirical literature . Human Relations, 1997, 50, 757-778.
44.
Kanter, R.M.Power failure in management circuits . Harvard Business Review, 1979 (July-August), 65-75.
45.
Katlov, A.L.Organizational change management in Russia . Journal of Organizational Change Management, 1993, 6, 51-52.
46.
Kerr, S.Substitutes for leadership: Some implications for organizational design . Organization and Administrative Sciences, 1977, 8, 135-146.
47.
Lewin, K. , Lippit, R. & White, R.K.Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 1939, 10, 271-299.
48.
Liden, R. & Graen, G.Generalizability of the vertical dyad linkage model of leadership. Academy of Management Journal, 1980, 23, 451-465.
49.
Lord, R.G. , Bining, J., Rush, M.C. & Thomas, J.C.Effect of performance and leader behavior on questionnaire ratings of leader behavior. Organizational Behavior and Human Performance, 1978, 21, 27-39.
50.
Maslow, A.H.A theory of human motivation . Psychological Review, 1943, 50, 370-396.
51.
Mayer, J.P.Max Weber and German politics, 2nd edn.London: Faber and Faber, 1956.
52.
Parsons, T.The structure of social action. Glencoe, IL: Free Press, 1949.
53.
Peters, L.H. , Hartke, D.C. & Pohlman, J.T.Fiedler’s contingency theory of leadership: An application of the meta-analysis procedures of Schmidt and Hunt. Psychological Bulletin, 1985, 97, 274-285.
54.
Peters, T.J. & Waterman, R.H.In search of excellence: Lessons from America’s best run companies. New York: Harper & Row, 1982.
55.
Romanelli, E. & Tushman, M.L.Inertia, environments, and strategic choice: A quasiexperimental design for comparative-longitudinal research. Management Science, 1986, 32, 608-621.
56.
Salancik, G.R. & Pfeffer, J.Who gets power - and how they hold onto it: A strategic contingency model of power. Organizational Dynamics, 1977, 18, 76-83.
57.
Sample, J.A. & Wilson, T.R.Leader behavior, group productivity, and rating of leastpreferred coworker. Journal of Personality and Social Psychology, 1965, 1, 266-270.
58.
Schermerhorn, J.R.Management for productivity, 4th edn.New York: Wiley, 1996.
59.
Selzer, J. & Bass, B.M.Leadership is more than initiation and consideration. Paper, American Psychological Association, New York, 1987.
60.
Shamir, B. , Arthur, M.B. & House, R.J.The rhetoric of charismatic leadership: A theoretical extension, case study, and implications for research. Leadership Quarterly, 1994, 5, 25-42.
61.
Smith, H.L. & Kreuger, L.M.A brief summary of the literature on leadership. Bulletin of the School on Education, 1933, 9, 3-80.
62.
Steel, R.Walter Lippman and the American century. Boston, MA: Little, Brown, 1980.
63.
Stogdill, R.M.Personal factors associated with leadership: A survey of the literature . Journal of Psychology, 1948, 25, 35-72.
64.
Stogdill, R.M.Leader behavior description questionnaire - form xii. Columbus: Ohio State University, Bureau of Business Research, 1963.
65.
Strube, M.J. & Garcia, J.E.A meta-analytic investigation of Fiedler’s contingency model of leadership effectiveness. Psychological Bulletin, 1981, 90, 307-321.
66.
Trice, H.M. & Beyer, J.M.Charisma and its routinization in two social movement organizations. Research in Organizational Behavior, 1986, 8, 113-164.
