Because charismatic leaders enjoy position and expert power as well as enormous personal power, this provides opportunities to use their power in self-serving ways.
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Q21: Max Weber (1930), provided insight into the
Q22: Charismatic approaches show little interest in leader
Q23: In some cases, contextual factors so overwhelmingly
Q24: During periods of relative tranquility, charismatic leaders
Q25: Because of their opposition to the status
Q27: The Tichy and Devanna transformational leadership theory
Q28: Kouzes and Posner's transformational leadership style is
Q29: Kouzes and Posner's final practice involves "encouraging
Q30: Bass asserts that transformational leadership is a
Q31: According to Bass, extensive use of management-by-exception
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