A single factor, seven-level, repeated measures, unbalanced experiment was conducted with 191 college undergraduates to test Boal and Bryson's (1988) assertions that: (1) there are at least two forms of charismatic leadership under crisis conditions—visionary and crisis-responsive; and (2) once the crisis condition has abated, the effects of crisis-responsive leadership deteriorate comparatively faster than other forms of charismatic leadership. The experiment consisted of four crisis condition leadership treatments (crisis-responsive, visionary under crisis, exchange under crisis, and low expressiveness under crisis) and three no-crisis condition leadership treatments (visionary no crisis, exchange no crisis, and low expressiveness no crisis) at time one followed by low expressiveness no crisis at time two. Two graduate student “leaders” who memorized carefully prepared scripts delivered the leadership treatments. Analysis consisted of 28 a priori comparisons of cell means and repeated measures ANOVA to determine significant main effects as well as interactions. We found support for our hypothesis that there are two forms of charisma (visionary and crisis-responsive) and that, in the absence of crisis, the effects of crisis responsive charisma decay faster than do the effects of visionary charisma. Some men see things as they are and ask why? I dream things that never were and ask, why not? —Robert F. Kennedy as quoted in Ted's eulogy for Robert ( Kennedy, 1968 , p. 58) There are no great men. There are only great challenges which ordinary men are forced by circumstances to meet. —W. F. “Bull” Halsey in Lay and Gilroy (1959) The quotes above capture the essence of much of the current literature concerning charismatic leadership. Is charisma primarily based on the vision of an extraordinary leader or does it evolve from rising to face extraordinary circumstances, such as a crisis? Strong adherents of Weber (e.g., Beyer, 1999; Trice & Beyer, 1986 , pp. 118–119) argue that he considers the following five interacting elements as crucial in producing charisma: 1. An extraordinarily gifted person; 2. A social crisis or situation of desperation; 3. A set of ideas providing a radical solution to the crisis; 4. A set of followers who are attracted to the exceptional person and who come to believe that he or she is directly linked to transcendent powers; and 5. The validation of that person's extraordinary gifts and transcendence by repeated successes. Trice and Beyer (1986) viewed charisma as a sociological phenomenon that emerged from the interaction of all of these elements, and argued that all of them must be present to some degree for charisma to occur.

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The effects of visionary and crisis-responsive charisma on followers: An experimental examination of two kinds of charismatic leadership

Work-group cohesion has been closely related to a number of variables as the present survey suggests. The content can be useful in teaching, developing research, instrument development, and exploring the hypothesized relations.

Work-Group Cohesion:

Managers must recognize that they play a central role in effective team building. However, to be successful, managers require a framework to guide their activities. The purpose of this paper is to ...

A Strategic Guide for Building Effective Teams.

This study reports on an approach for assessing managerial development needs. The approach uses multi-methods such as qualitative career plots, critical incidents, a skill rating form, and surveys to identify the critical managerial development needs for a target managerial position. In addition, it uses multi-subject groups in an effort to triangulate on the development needs. The empirical findings indicate that, through this approach, congruent managerial development needs can be identified. By doing so, the organization can design a systematic development effort that will enable them to have both effective managers when they need them in an efficient manner.

From Felt Need to Actual Need: A Multi-Method Multi-Sample Approach to Needs Assessment.

Title of Dissertation THE CONTRIBUTION OF EMOTIONAL INTELLIGENCE AND CULTURAL INTELLIGENCE TO INTERACTION INVOLVEMENT, EMOTIONAL EXHAUSTION AND JOB PERFORMANCE OF CALL CENTER REPRESENTATIVES IN THE PHILIPPINES Author Jenette Villegas Puyod Degree Doctor of Philosophy (Management)

The contribution of emotional intelligence and cultural intelligence to interaction involvement, emotional exhaustion and job performance of call center representatives in the Philippines

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