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| | Organization Contexts, Charismatic and Exchange Leadership by Jane M. Howell |
 | | Conversely, in steady state conditions, charismatic leadership is less likely to appear since several requisite factors are missing including a collective perception of crisis, a rationale for radical, far reaching changes, a groundswell of support for changes, and the need for an exceptional leader in ordinary circumstances (Roberts and Bradley, 1988). |
 | | Charismatic leadership is especially relevant when exceptional follower effort and commitment are required for successful attainment of the mission but followers are frustrated and discouraged by temporary setbacks, lack of progress and coping with ill-structured problems. |
 | | Specifically, the relationship between exchange and charismatic leadership and organizational effectiveness, the exercise of charismatic leadership in mechanistic and organic organizations, and the shifts in leadership orientation as a function of environmental changes are described. |
| www.academy.umd.edu /publications/klspdocs/howell.html (10885 words) |
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