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From a Behavioral Toward an Interactional Theory of Charisma in Organizations
Unformatted Document Text:  Student Paper Interactional Theory of Charisma 24 see the rewards reaped by the leader. The office into which charisma is endowed is no different. This leads to the next proposition: Proposition 4a: The charismatic office must continually prove itself by meeting the needs of organizational members. Further, Weber suggests that when charisma becomes charisma of office, “the belief in legitimacy is no longer directed to the individual, but to the acquired qualities and to the effectiveness of the ritual acts” (1947, p. 366). If the role the original charismatic leader played can be replicated and similar practices taught and performed by someone other than she who had the “gift,” as is suggested in behavioral theories of charismatic leadership, then charisma can be associated with outcomes. The need for a leader to demonstrate positive outcomes is not new. According to Taylor (1911/1947) the pig-iron handler was more satisfied with his job after the scientific manager was able to increase his productivity and thus the outcome of his work. In a more contemporary example, Deetz (1997) observes how an identity change for the AIMS group from an IT firm to a consultancy service was able to increase their perception of productivity, leading to more positive organizational outcomes. If outcomes are important to organizational members then the following proposition will prove important for the perpetuation of the charismatic office: Proposition 4b: Organizational members must continue to experience measurable outcomes that are perceived to be generated by the charismatic office. Implications

Authors: Leonardi, Paul.
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Student Paper Interactional Theory of Charisma 24
see the rewards reaped by the leader. The office into which charisma is endowed is no different.
This leads to the next proposition:
Proposition 4a:
The charismatic office must continually prove itself by meeting the
needs of organizational members.
Further, Weber suggests that when charisma becomes charisma of office, “the belief in
legitimacy is no longer directed to the individual, but to the acquired qualities and to the
effectiveness of the ritual acts” (1947, p. 366). If the role the original charismatic leader played
can be replicated and similar practices taught and performed by someone other than she who had
the “gift,” as is suggested in behavioral theories of charismatic leadership, then charisma can be
associated with outcomes. The need for a leader to demonstrate positive outcomes is not new.
According to Taylor (1911/1947) the pig-iron handler was more satisfied with his job after the
scientific manager was able to increase his productivity and thus the outcome of his work. In a
more contemporary example, Deetz (1997) observes how an identity change for the AIMS group
from an IT firm to a consultancy service was able to increase their perception of productivity,
leading to more positive organizational outcomes. If outcomes are important to organizational
members then the following proposition will prove important for the perpetuation of the
charismatic office:
Proposition 4b:
Organizational members must continue to experience measurable
outcomes that are perceived to be generated by the charismatic
office.
Implications


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