Bad Charisma Analysis

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10.3. An evolutionary model of “bad charisma”

In the discussion of “bad charisma” above (4.2.1), when charismatic leadership is used to antisocial ends, several different typologies were proposed. In contrast to identifying different types of charisma, the account below proposes a developmental/evolutionary model, wherein the different types form a continuum. The advantage of this over a typology is that it raises the awareness that “good” charisma can and will turn into “bad” charisma in certain situations, and secondly that there is a natural tendency for the charismatic element of the leadership to expand over time in the sense that “power corrupts”.

In the first stage of evolution, the transformational leader develops and expands their
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For some, the terms are used synonymously; for others, charismatic leadership is transformational leadership plus some additional factors that intensify the charismatic/transformational effect . In this developmental model, a transformational leader becomes charismatic at the point that they realise the effectiveness of their use of charismatic/transformational behaviours, and begin to use them deliberately. At some point, the leader realises that particular aspects of their behaviour are more effective than others; that 4 “I” behaviour is more effective than conventional rewards and punishments, and that moreover, 4 “I” behaviour is entirely within their aegis to provide, and are resource neutral, unlike financial bonuses. While the leader may not be aware of the theoretical context of their behaviours, they develop some sense that “leadership” is a distinct activity from “management”; that “leadership” is an emotional and personal activity, about teambuilding, care and consideration of followers, about gaining buy into a direction and organisational strategy, about cultivating the interest of followers, and their ownership of the organisational or the leader’s aims. The leader begins to recognise what are in effect a series of highly potent emotional levers, and starts to use …show more content…
This man quickly rose through the ranks of industry as an impressive performer and reliable and modest team player, to become CEO. At this point, his attitude completely changed to becoming autocratic, unreasonable, self serving and vain. He saw no conflict with this change; the issue was simply that there was no one that he had to please any more, so that he could please himself. There is a variability in the moral and ethical attitudes and values of individuals, such that power corrupts some more than others. As the power of charismatic managerial practice is realised by the individual, their own moral and ethical attitudes are amplified, be they pro- or anti-social; be they directed towards the common or selfish individual

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