Lee and Kim(2020) studied a charismatic leadership theory based on the assumption that a charismatic leader differentiates in- and out-group members on the basis of subordinate preference for a new order and ways to do or for an old and ways to do. However, Lee and Kim(2020) did not empirically test whether this assumption is valid. Thus, this paper tested a charismatic leadership theory by adding a variable of subordinate attitudes on a new order and ways to do. Data from 483 in 86 groups in 5 different organizations such as finance, manufacturing, education, and public institute showed that charismatic leader behavior, subordinate’s attitudes on a new order and ways to do, subordinate’s voluntary acceptance of his or her leader, and subordinate’s innovation behavior were varied based on differences within groups. Secondly, the data showed that the relationships among subordinate’s attitudes on a new order and ways to do, charismatic leader behavior, subordinate’s voluntary acceptance of his or her leader, and subordinate’s innovation behavior varied within groups. Thirdly, the data showed that subordinate’s voluntary acceptance of his or her leader mediated the relationship between charismatic leader behavior and subordinate’s innovation behavior based on differences within groups. Fourthly, the data showed that charismatic leader behavior mediated the relationship between subordinate’s attitudes on a new order and ways to do and subordinate’s voluntary acceptance of his or her leader based on differences within groups. In conclusion section implications of the results of this studywere discussed fromtheoretical and practical perspectives and limitations and future directions of this studywere also discussed.