Shamir, House, and Arthur (1993) suggested that the effects of charismatic leadership on followers’ motivation are mediated by the increased salience of collective identities in followers’ self‐concepts. This study empirically examines the effects of leadership messages on followers’ self‐concept accessibilities. Charismatic and integrative (combined charismatic and individualized consideration) leadership increased the accessibility of followers’ collective self‐concepts. Individualized consideration increased the accessibility of followers’ private self‐concepts. These results support the propositions of the self‐concept‐based theory of charismatic leadership. Charismatic and integrative leadership messages from a leader resulted in higher follower collective self‐concept accessibilities than did routinized messages. This finding underscores the importance of a charismatic leader, even when charismatic messages have become routinized.
This article reveals the mutability of charisma by tracing changes in the conceptualization of charisma throughout the history of leadership research. Religious, societal, and organizational phases in the conceptualization of charisma are identified. The mutability of charisma has extended charismatic leadership theory from the domain of theology to multiple facets of the organizational sciences. Shifting conceptualizations of charisma that emphasize different elements have facilitated the study of leader traits, leader behaviors, situational contingencies, leader and organizational communications, and organizational cultures. These pluralistic conceptualizations of leadership and charisma have broadened our understanding of charismatic leadership. Yet, we must acknowledge that the breadth of knowledge we have gained has been at the expense of a more profound understanding of any one particular conceptualization of charisma.
CONTRACTING for the delivery of social services is a form of privatization that has been steadily growing over the past several decades. National statistics indicate that approximately half of all public social service dollars are spent purchasing services (Gibelman and Demone, 1989;Rehfuss, 1989;Ryan, 1999). As the growth of contracted social services continues, it becomes increasingly important to develop a clearer understanding of how the entire process works and how a variety of preexisting and situational factors can play a role in the contracting process. Some authors have used interviews with key stakeholders. Others have used surveys and questionnaires to gather information about the reasons for contracting, extent of contracting, and issues that key stakeholders have with the contracting process.One area that continues to need additional exploration is the development of a model for contracting that would allow for the exploration of all the steps of the contracting process and how each of the steps may interrelate, as well as how internal and external factors affect the process. One way to explore the contracting process is to use a blend of a systems model and a management model, focusing on the inclusion of planning, decision making,
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