Charismatic, ideological, and pragmatic leadership: An examination of multi-level influences on emergence and performance

Leadership and Team Dynamics for Dangerous Military Contexts

“…In particular, several authors have articulated and shown the relevance of charismatic leadership in crisis situations (e.g., House, Spangler, & Woycke, 1991;Shamir & Howell, 1999). Moreover, in numerous studies, Mumford and his colleagues have discussed and demonstrated the importance of various forms of outstanding leadership required in numerous challenging and difficult times, both historically and contemporaneously, and situations in the political, business, and military realms (e.g., Mumford, 2006;Mumford, Hunter, Friedrich, & Caughron, 2009). Likewise, specific to military situations of focus here, a variety of scholarly and more applied work highlights the importance of leadership in these dangerous contexts (e.g., Bass, 1990;Crandall, 2007;Kolditz, 2007;Taylor & Rosenbach, 2005;Vogelaar, 2007;G.…”

The Role of Charismatic Leader in School Culture

“…Although culture has different impacts on the emergence of different leader types and their performance, an important aspect of organizational culture allows us to draw some general conclusions about the emergence of leaders and their performance (Mumford, Hunter, Friedrich & Caughron, 2009). At the organizational level, a strong organizational culture encourages the emergence of leaders and their performance and prevents the emergence and performance of leaders who advocate culturally inconsistent visions (Mumford et al, 2009). The research conducted by Schein (2004) on culture showed that the culture of a new culture was influenced by the organization's leader.…”

“…A charismatic leader is assumed to influence introducing a radical change with beliefs and values different than the established order (House, 1976). (i) Order, (ii) complexity, (iii) professionalism, (iv) politics and (v) culture are noticeable in the emergence of charismatic leaders and the shaping of their performance (Mumford et al, 2009). Charismatic leaders more usually emerge during the transitional and crisis times of organizations (Mumford et al, 2009;Zel, 2011).…”

“…(i) Order, (ii) complexity, (iii) professionalism, (iv) politics and (v) culture are noticeable in the emergence of charismatic leaders and the shaping of their performance (Mumford et al, 2009). Charismatic leaders more usually emerge during the transitional and crisis times of organizations (Mumford et al, 2009;Zel, 2011). Followers idealize these leaders who become role model for them, provide them with a vision and goal, look strong and self-confident and pay attention to the moral and ethical implications of their decisions (Antonakis, 2012).…”

“…A charismatic leader, followers and organization culture interact with each other (Arsenault, 1999). While charismatic leaders allow their followers to act freely on the reasons for achieving the goals, they influence and control through goals (Mumford et al, 2009). While charismatic leaders try to create an internal unity with organizational values to create an organizational culture, they create an external harmony with the vision (Eren, Alpkan, & Ergun, 2003), playing an active role in the creation of a culture.…”