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The intention of this paper is to conceptualize charisma as a multidimensional, cognitive‐affective phenomenon for the reason that the current practice of conceptualization and operationalization of charisma in terms of observable extraordinary behaviour of the leader has diluted “attributed extraordinariness” while disregarding other facets that the theorists assume to be part of charisma.

The existing literature on charisma in many diverse disciplines is appraised in order to enumerate the dimensions of charisma. Accordingly, the paper presents a working definition of charisma and makes suggestions on developing a scale of charisma as a multidimensional, cognitive‐affective phenomenon.

The paper concludes that charisma is a cognitive‐affective phenomenon and is characterized by “Leader extraordinariness”, “Leader archetypicality” “Leader group prototypicality” (cognitive dimensions), “Reverence with awe” and “Love with enthusiasm” (affective dimensions).

Other than explaining how a scale of charisma could be developed, the paper also explains how the proposed conceptualization opens up new avenues for the exploration of routinization of charisma and follower psychological dynamics.

While the paper urges leaders to appeal to followers emotionally and to use the impression management techniques, it urges followers to be vigilant about the “dark side of charisma”.

The present paper can be taken as the first attempt at conceptualizing charisma as a multidimensional, cognitive‐affective phenomenon, though charisma has been long thought to be so. As it takes a follower‐centric approach and incorporates many dimensions of charisma which are presently neglected in operationalizing charisma, the suggested scale of charisma will more validly measure the charisma of leaders than scales presently used.

Charismatic leadership can be defined by the features of the leaders, but also by the multiple‐level interaction processes that take place between the leaders and the led. As we approach the phenomenon, it is easy to see that in earlier research charismatic leadership is faced with many kinds of criticism. As seen, its consequences may be dangerous for organizations which may be led for “shared madness”. The undesirable consequences at the societal level include totalitarian aspects as well as truth manipulation practised by charismatic leaders. At the same time, charismatic leadership can be regarded as part of transformational leadership, where vision, intrapreneurship and emotions play a vital role. In this paper we explore charismatic leadership and followership taking a case from ice hockey coaching as an example. We suggest that ethics usually takes a guardian’s role in evaluating the outcome of charismatic leadership processes, that emotionality plays a vital role both in charismatic leadership and followership, and that charismatic leadership needs to be understood in the contexts that may culturally trigger it.

This study explores why consumers view ambush marketing as an ethical marketing approach.

A qualitative study was devised to investigate what ambush marketing means to those consumers who find it ethical or are not annoyed by it. Data were collected via focus groups.

Three main themes emerged from the data analyses. The most dominant theme was Machiavellianism. Favorable evaluations of ambush marketing lean on a Machiavellistic understanding. The second was the Robin Hood effect, which is observed when the ambusher is a smaller or local brand. In the third theme, ambush attacks are considered as charismatic or enjoyable action, in what is termed dark charisma.

Findings of the current study suggest considerable implications both for businesses that deal with sponsorship and for organizing committees.

The extant literature on consumers' attitudes toward ambush marketing mostly focuses on ethical issues and/or the effectiveness of ambush marketing (i.e. harm to official sponsors), using qualitative techniques. However, the literature is devoid of studies exploring consumers' perception on ambush marketing, and more specifically, explanations of what is ethical and unethical from consumers' point of view. To best of the author's knowledge, it is the first study that seeks an explanation about consumers' positive evaluation of ambush marketing.

To highlight and explore the concept of charisma and charismatic leadership and to suggest how good leadership is possible.

The article is based on the conceptual consideration.

A way to better charismatic leadership is possible to achieve, but this needs a lot of work and commitment.

The article suggests some key points to develop better charismatic leadership.

The article will be of value to those business managers who want to develop their skills of leadership

Many charismatic leaders are renowned for their exemplary rhetorical skills and powers of persuasion and their sense of drama. Interpreting the charismatic relationship as a drama invokes a cast of characters, with the charismatic leader and followers as main protagonist and co‐protagonists, respectively, and competitors and opponents as antagonists. Viewing the charismatic relationship from this perspective also suggests tensions and dilemmas that the leader, in particular, must resolve for the drama to have an outcome mutually acceptable to the actors and their audience. This paper describes the kinds of impression management techniques used by Steve Jobs of Apple Computer, a well‐known charismatic leader, to resolve the dilemmas and tensions resulting from the dramatic nature of the charismatic relationship.

Questionnaires assessing subjects′ perceptions of charismatic and non‐charismatic leaders were administered to civilians and military officers. Results provided support for House′s 1976 model in that many traits distinguished charismatic from non‐charismatic individuals. Additionally, charismatic military leaders differed from charismatic civilian leaders on a number of personal characteristics. Implications for selecting and training leaders in organisations are discussed.

The purpose of this paper is to re-open a debate as to whether candidates for public leadership should be screened for psychopathy.

This is a conceptual paper which examines the diffuse literature concerning psychopaths in public leadership positions.

Psychopathy researchers have been divided as to whether psychopathic individuals should be screened out of leadership positions in public and corporate life. Recent evidence from bullying research and historical research into psychopaths in politics sheds new light on this issue.

There is increasing evidence that psychopaths are detrimental to the organisations they work for, to other employees, to the environment and to society. Screening for psychopathy should therefore be considered. This may help to prevent governments entering into illegal wars and committing crimes against humanity. Screening in the corporate sector may also help prevent the worst excesses of greed and fraud that were evident in collapses like Enron and the Mirror Group as well as in the events leading up to the global financial crisis of 2008.

The paper makes a contribution to the literature on public leadership by bringing together the diverse reports on the effects of psychopaths in public organisations like the National Health Service, publicly listed corporations, academia and politics. The paper uses historical and corporate examples to illustrate the initially favourable impression that psychopathic leaders can make but the ultimately disastrous outcomes they engender.

A large portion of the extant literature on leadership focuses only on the positive traits of leaders. However, the so‐called “dark side of leadership”, or negative personal traits of leaders, has received relatively less attention. Also, in practice, leadership is mostly evaluated in terms of the positive traits and strengths of leaders, even though certain organizational factors and followers' characteristics significantly contribute to the effectiveness or ineffectiveness of leaders. This paper aims to examine the negative personal attributes and organizational factors – termed “organizational neutralizers” – that impede the leadership effectiveness of project managers on construction projects.

To achieve the research objectives, questionnaire surveys and interviews are conducted on a large construction project in Thailand. In total, 78 questionnaires and 35 interviews are conducted with project managers, deputy project managers, and other senior managers working for various stakeholders involved in the construction of the Second Bangkok International Airport (SBIA).

Findings reveal that wrongful use of power, poor communication, and low experience are the leading negative personal factors which make project leaders appear incompetent and ineffective in the workplace. Also, organizational factors that hinder the leadership performance of project managers include: lack of resources, lack of planning and control, lack of synergy between performance and goals, and lack of higher management support.

Practical implications are discussed for the selection and development of project managers and project staff, personnel performance management, and improvements in organizational culture, strategy, and approach towards project management.

The research findings presented here show that certain negative attributes of leaders and organizational factors can impede leadership effectiveness and performance. A number of possible directions are proposed in which future research can be directed to explore what hinders project managers from performing their leadership roles more effectively in construction projects.

Part one of this paper draws a distinction between the concepts of the personal qualities and values required of those occupying a leadership role, leadership competencies, and engaging leadership behaviour. On the basis of reviews of the literature and survey, empirical and case study data, it concludes that personal qualities and values, and leadership competencies are necessary, but not sufficient, for effective leadership. Part two goes on to consider the relationship between leader development and leadership development, and to present a ‘mental model’, which seeks to integrate these three concepts and to relate them to the distinction between leader behaviour and leadership behaviour, as well as the development of human and social capital.

This study set out to empirically investigate the direct effects of leader emotional expressivity on visionary leadership, as well as the moderating effect of leader emotional expressivity on the relationship between visionary leadership and organizational change magnitude.

Cross‐sectional data from 108 senior organizational leaders and 325 of their direct followers were collected from 64 organizations across numerous industries. Leaders completed measures of emotional expressivity and organizational change magnitude, while followers provided ratings of visionary leadership, leadership effectiveness, and organizational change magnitude.

Consistent with expectations, leader emotional expressivity was strongly related to visionary leadership, while leader emotional expressivity moderated the relationship between visionary leadership and organizational change magnitude. Visionary leaders with high emotional expressivity skills facilitated the greatest organizational changes in their respective organizations.

The cross‐sectional research design precludes causal conclusions among the variables of interest, and also suggests the possibility of reverse causality such that perceptions of organizational change may have influenced ratings of visionary leadership.

Managerial selection, promotion, and development practices would benefit from focused assessments of senior leaders' emotional communication and visionary leadership skills.

While prior research includes mostly laboratory studies that manipulate visionary leadership and emotional expressiveness using trained actors, the present study examined a diverse range of senior leaders and their followers from numerous organizations. Addressing a neglected stream of research, findings also demonstrate much needed support for the interactive effects of emotional expressivity and visionary leadership on organizational change magnitude.