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Adding to the confusion is that the concept of “charisma” is frequently equated to or confounded with another hazy topic in organizational behavior, “transformational leadership” (Yukl 1999). And, despite the best efforts of scholars to constructively critique these two constructs so that leadership research can move on (e.g., van Knippenberg & Sitkin 2013), equating two fundamentally different concepts like charisma and transformational leadership has made the fog over the leadership landscape thicker still.
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The term “charisma” is usually credited to the writings of the Max Weber. He borrowed, secularized, and expanded the term from literature on religion (Sohm 1892), and referred to charisma as an extraordinary power, giving leaders salvationist qualities to deliver follower...
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Untethering charisma from transformational leadership theory and measurement, pointing out the conceptual gaps, definitional problems, and methodological shortcomings, has immense importance for society and is vital for theory development and the empirical research that it will trigger.
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Yet, thinking of charisma in such terms makes for a fuzzy concept to study. How can we measure such a gift? Is it really a “gift,” does it depend on individual differences like personality or intelligence, is it a context-triggered phenomenon, or a set of skills that can be developed?
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Most scholars and lay people have some sort of implicit notion of what charisma is, the “you-know-it-when-you-see it” phenomenon. As it refers to leadership, many use the term to refer to some sort of gift, charm, or alchemic ability—inaccessible to most—that some leaders have ma...
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