Galvin, Balkundi, and Waldman (2010) discussed the ability of charismatic leaders to develop disciples or surrogates within an organization. The authors said these surrogates promote, defend, and model behavior after the charismatic leader. Charismatic leaders identify and train surrogates, either formally or informally, which allows charismatic leaders to have influence in distant areas within an organization. Surrogates create networks, social processes, and flow information within the organization. These networks serve as means for the charismatic leader to influence an organization by dispersing information. Although a rouge surrogate could harm a networked system by sending information oppositional to the goals of the charismatic leader, the authors note that surrogates are selected to occupy their positions based on the supportive behavior they exhibit in line with the desires of the charismatic leader.
Galvin, B., Balkundi, P., and Waldman, D.A. (2010 Jul.). Spreading the word: The role of surrogates in charismatic leadership. Academy of Management Review, 35(3), 477-494.
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