Abstract
Charismatic leaders are often desired. At the same time, experience, especially with demagogues, as well as social science studies, raise doubts about such leaders. This paper offers explanations for charismatic leadership’s “mixed report card.” It offers insights into why and when charismatic leadership can be effective; which, when, and why certain groups will prefer more to less charismatic leaders; and how being more charismatic can make leaders worse in other dimensions, particularly causing them to work less hard on their followers’ behalf. (JEL D72, D83, M54)
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