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Charismatic Leaders

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Charismatic Leadership 1

Running Header: Charismatic Leadership

Charismatic Leadership
Corie Roy
Wilmington University
April 2, 2012

Charismatic Leadership 2

In 1995, Business Review printed an article discussing charismatic leaders and those that are ethical versus the unethical in their standards. A study was conducted where 150 managers were interviewed on their leadership philosophy, which included their values, attitudes, personality characteristics, and leadership behaviors to categorize them as an ethical or unethical charismatic leader. Howell et. al. define an ethical leader as a charismatic leader who “incorporate their followers’ hopes, dreams and aspirations in their vision. These leaders develop creative, critical thinking in their followers, provide opportunities for them to develop, welcome positive and negative feedback, recognize the contributions of others, share information with followers and have moral standards that emphasize collective interests of the group, organization, or society. In contrast to the ethical leader, is the unethical charismatic leader, which is one who only cares about their own vision and what is best for them instead of the organization, nor their followers. To distinguish between the two types of leaders, key behaviors including, exercising power, organizational visions, communication with their followers, intellectually stimulating followers and developing the people they lead as well as the moral standards of conduct was used to evaluate the leader. After some elaboration on the six key behaviors, the article discusses the impact that charismatic leaders have on their followers. Leaders who take an active interest in their followers and encourage them to aspire to a higher level are viewed as ethical where as unethical leaders may be more destructive in their approach, furthermore

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