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Using five categories summarized by Bass (1990), this chapter attempts to address three key questions about charismatic leadership:

• (1)

  What are the key behavioral dimensions of charismatic leadership?

• (2)

  How does charismatic leadership differ from other forms of leadership?

• (3)

  Who may become followers of charismatic leaders and when do they become followers?

What are the key behavioral dimensions of charismatic leadership?

How does charismatic leadership differ from other forms of leadership?

Who may become followers of charismatic leaders and when do they become followers?

By focusing on Weber’s original view of charisma, we suggest that his three dimensions of charismatic leader behaviors underlie most contemporary approaches. By considering these three dimensions in more detail, we demonstrate how this view allows for different views of leadership and is distinguishable from management. Finally, by extending Weber’s view and by identifying two types of charismatic leaders who differ in their power motives, we suggest how the characteristics of followers and the context influence followers’ acceptance of charismatic leaders as legitimate. Some implications for leadership effectiveness are discussed.

This study tries to explore through multiple case studies how expatriate performance management is conducted in multinational enterprises (MNEs) of different national origins.

Multiple interviews were conducted with expatriate employees and human resource managers of five MNE subsidiaries operating in the information technology industry, namely, Applied Material (American), Philips (Dutch), Hitachi (Japanese), Samsung (Korean), and Winbond (Taiwan).

The findings show that all of the firms surveyed use standardized performance forms set by headquarters, which are not tailored to local operating environments. Also, lack of on‐the‐job training for expatriates was found to be prevalent among the five MNE subsidiaries. Divergent practices in goal setting, performance appraisal, and performance‐related pay were largely attributed to the parent company's culture. The nature of the expatriate mission was another reason for different arrangements in expatriate performance management.

This study is one of the first to explore expatriate performance management practices of multinational firms. There does not seem to exist a prevalent form of expatriate performance management and such a practice is to some extent more strongly subjected to the influence of the parent company's culture.

The purpose of this paper is to examine the extent of environmental offences committed in Malaysia charged under the Environmental Quality Act 1974 (EQA1974).

This study used secondary data of the environmental court cases report by the Department of Environment (DOE) Malaysia from 2008 until 2016 to examine the nature of environmental offences based on the Treadmill of Production (ToP) approach.

In comparison with the GDP growth (Department of Statistic Malaysia, 2016), the findings support ToP argument that as far as the treadmill accelerates, the more would be the environmental crime committed. However, all offences charged were weighted more on the ecological additions rather than ecological withdrawn. The trend analysis showed a decreasing trend for all types of offences committed, reflecting that Malaysia's regulatory authorities are committed to fighting against environmental crime perpetrators. Therefore, all parties must be made to internalise the values of conducting business sustainably.

This paper is the first that examines the environmental offences committed in Malaysia using the ToP approach to analyse the nature of the crime committed in Malaysia associated with the growing literature of Green Criminology.