However, they are different in that each measures and explains these various factors differently. The attribution theory of leadership proposes that leadership is merely an attribution that people make about other individuals. No, charisma may not always be appropriate in organizations. It appears to be most appropriate where employees' jobs have an ideological component. In fact, charismatic leaders may become a liability to an organization once a crisis has been resolved and the need for dramatic change lessens.
Most experts believe that individuals can be trained to exhibit charismatic behaviors.
For example students in one research study were trained to articulate an overarching goal, communicate high-performance expectations, exhibit confidence in the ability of followers to meet these expectations, and empathize with their subordinates' needs. According to French and Raven, there are five sources of power that a leader might use. Legitimate power is the power a person has a result of his or her position in the formal hierarchy. Coercive power is the power to punish or control using negative consequences. Reward power is the power to reward or produce positive benefits.