This inter-disciplinary article focuses on the role, significance, and impact of charisma in cultural leadership. It brings together fresh empirical data with a critical review of the literature to investigate the role of charisma in the operation, reputation, and strategic success of arts organizations. For the first time, this article synthesizes a diverse range of literature from sociology, psychology, political science, management, and leadership studies and applies it critically to the context of the arts. This comprehensive review is compared against interviews with key stakeholders in the arts, which challenge the neo-charismatic literature on leadership and support a return to aspects of the original formulation of charisma, as envisaged by Max Weber. The article finds that charismatic leaders are seen as extraordinary individuals and are excessively romanticized by arts managers, policymakers, and audiences. It questions this normative bias and concludes that charismatic leaders should be treated with a degree of skepticism, even caution, to temper any negative impacts on "followers" and organizations.
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