Faking Charismatic Leadership: Immoral Self-Perpetuation by Formerly High-Moral Transformational Leaders
23 Pages Posted: 30 Mar 2017 Last revised: 31 Mar 2017
Date Written: March 30, 2017
Recent critique of the combination “charismatic-transformational leadership” did not deal with the phenomenon of supposedly charismatic leaders who initially succeeded by high-moral transformational leadership and upon reaching a dysfunction phase in accord with leadership life cycle theory, oligarchy theory, and emotional exhaustion theory (Zwingmann et al., 2016), switched to fake charismatic leadership, adopted a seemingly challenging vision but practiced autocratic oligarchic conservatism. A case study of prime leaders of the Israeli kibbutz field untangles and explains such faking missed by kibbutz students who failed to discern changing leadership type without alluding to the above theories and to contradicting high morality of transformational leaders versus moral neutrality (Antonakis et al., 2016) or even immorality of faked charismatic leaders. It supports critique of the “charismatic-transformational” concept, emphasizing its confusing and unfruitful nature. The untangled successful faking calls for new democratic succession norms that would replace such leaders before becoming impossible.
Keywords: high-moral transformational leaders, faked charismatic leadership, oligarchy theory, leadership life cycle theory, trusting leaders
JEL Classification: L31, N55, Q13, P26, P32, Z13
Suggested Citation: Suggested Citation