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Charismatic leadership is perceived as emerging under conditions of crisis. This paper examines to what extent this statement is confirmed in an organizational context. Employing a case study from the airline industry, the behavior of leaders and the perception of followers, regarding attributions of charisma in a crisis situation, are explored. A questionnaire based on the C-K scale is used to assess leaders' engagement in charismatic behavior from the followers' point of view, whereas interviews at senior level management are conducted to verify the leaders' reactions. The findings demonstrate that crisis is a significant, but not sufficient, factor for the emergence of charismatic leadership in a business context.
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