Presidential Charismatic Leadership: Exploring the Rhetoric of Social Change

By Viviane Seyranian, Michelle C. Bligh. 2008

126 citations recorded by the source corpus.

Subfields: Literature and Literary Theory, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d573289960d46348a78e3c43bb38a631072517f0

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Citations in the corpus

The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments (2012, methodology): “…leaders can be characterised as ‘‘entrepreneurs of identity’’ (Reicher & Hopkins, 1996a) who can very effectively construct and manage perceptions of the group prototype and thus the group’s identity (Hogg & Reid, 2006; Reicher & Hopkins, 2003; Seyranian, 2012; Seyranian & Bligh, 2008).”
Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model (2014, background): “More specifically, leaders need to work to create and maintain a coherent sense of ‘we’ and ‘us’ and also to define what ‘us’ means (and does not mean) for followers (Augoustinos & De Garis, 2012; Hogg & Giles, 2012; Klein & Licata, 2003; Seyranian & Bligh, 2008; Steffens & Haslam, 2013).”
Evaluation of and support for group prototypical leaders: a meta-analysis of twenty years of empirical research (2017, background): “…allows them to be ‘entrepreneurs of identity’ (Reicher & Hopkins, 1996) who not only construct and manage perceptions of the group prototype and thus the group’s identity, but also manage how prototypical they themselves are viewed by the group (e.g., Hogg & Reid, 2006; Seyranian & Bligh, 2008).”
Addressing Challenges to Public Understanding of Science: Epistemic Cognition, Motivated Reasoning, and Conceptual Change (2014, background): “Or conversely, as Americans, we value entrepreneurship, and thus we should limit overly restrictive government regulation on business (Seyranian & Bligh, 2008).”
Affective Commitment to Change and Innovation Implementation Behavior: The Role of Charismatic Leadership and Employees’ Trust in Top Management (2009, background): “Charismatic leadership usually emphasise leaders at or near the top of the organization (Waldman et al., 2004; Agle et al., 2006) or even at the societal level (see Fiol et al., 1999; Seyranian and Bligh, 2008).”
Intergroup Leadership in Organizations: Leading Across Group and Organizational Boundaries (2012, background): “…shared collective identity through rhetoric, invoking and describing the collective identity in ways that suggest specific attributes of the shared identity that are in line with the leader’s vision (e.g., Hogg & Reid, 2006; Reicher & Hopkins, 2003; Seyranian & Bligh, 2008; Shamir et al., 1993).”