Charismatic Leadership Follower Effects

Conger, Jay A.; Kanungo, Rabindra N.; Menon, Sanjay T.

doi:10.1037/t08253-000

Cited by 66 publications

(109 citation statements)

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“…As shown in Figure 2, the fit indices of the model including the method factor were not significantly better than those of Figure 1 ( 2 = 31.96; df = 18; = 0.022; RMSEA = 0.058; 2 = 6.08, df = 4, ns; AVE of method factor = 0.24). In addition, the structural coefficients of the model as well as the factor loadings of attitude, subjective norms, and intention to use remained significant despite the inclusion of common method effects, suggesting that method bias is unlikely to have significantly affected the study results (Conger et al 2000).…”

Section: Methodsmentioning

confidence: 95%

Nonlinearities between Attitude and Subjective Norms in Information Technology Acceptance: A Negative Synergy?

Titah¹,

Barki²

2009

MIS Quarterly

103

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Section: Methodsmentioning

confidence: 95%

Nonlinearities between Attitude and Subjective Norms in Information Technology Acceptance: A Negative Synergy?

Titah¹,

Barki²

2009

MIS Quarterly

103

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“…Overall work effectiveness (rated by co-workers) was measured by adapting the five-item scale developed by Conger et al (2000) to the individual level, with a seven-point response scale (1 = strongly disagree to 7 = strongly agree ). A sample item is ‘This person always achieves a high standard of task accomplishment.’…”

Section: Methodsmentioning

confidence: 99%

Emotional expression at work: The effects of strategically expressing anger and positive emotions in the context of ongoing relationships

2019

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Can anger expressions be functional in the context of ongoing relationships at work – and if so, how and when? Drawing on insights from the dual threshold model and on the emotions-as-social-information theory, we develop and test the theoretical proposition that the strategic expression of both anger and positive emotions in the context of ongoing relationships at work yields benefits for individuals. Across four field studies and using multi-wave and multi-source data, we found that, when paired with the strategic expression of positive emotions, strategically expressing anger enhanced both peer- and self-perceptions of cooperation, which in turn contributed to ratings of work effectiveness. The results highlight the importance of studying patterns of strategic emotional expression involving more than one emotion and advance current knowledge of how, when, and why it is beneficial to express anger at work. Implications for research and practice are discussed.

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“…This speaks to a third problem with the characterological view of charisma—namely that it is ultimately an attribution or inference made by followers (Conger et al., 2000; Steffens et al., 2017). Indeed, this was a point first made by Weber when he argued “what is alone important is how the individual is regarded by those subjected to charismatic authority, by his [or her] ‘followers’ or ‘disciples’” (Weber, 1947, p. 359).…”

Section: Priority 4: Reinforce Shared Identity Through Ongoing Actionmentioning

confidence: 99%

Identity Leadership in a Crisis: A 5R Framework for Learning from Responses to COVID‐19

Haslam

Steffens

Reicher

et al. 2021

Social Issues Policy Review

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The COVID-19 pandemic is the greatest global crisis of our lifetimes and leadership has been critical to societies' capacity to deal with it. Here effective leadership has brought people together, provided a clear perspective on what is happening and what response is needed, and mobilised the population to act in the most effective ways to bring the pandemic under control. Informed by a model of identity leadership (Haslam, Reicher & Platow, 2020), this review argues that leaders' ability to do these things is grounded in their ability to represent and advance the shared interests of group members and to create and embed a sense of shared social identity among them (a sense of "us-ness"). For leaders, then, this sense of us-ness is the key resource that they need to marshal in order to harness the support and energy of citizens. The review discusses examples of the successes and failures of different leaders during the pandemic and organises these around five policy priorities related to the 5Rs of identity leadership: Readying, Reflecting, Representing, Realising and Reinforcing. These priorities and associated lessons are relevant not only to the management of COVID-19 but to crisis management and leadership more generally.

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Charismatic Leadership Follower Effects

Cited by 66 publications

References 0 publications

Nonlinearities between Attitude and Subjective Norms in Information Technology Acceptance: A Negative Synergy?

Nonlinearities between Attitude and Subjective Norms in Information Technology Acceptance: A Negative Synergy?

Emotional expression at work: The effects of strategically expressing anger and positive emotions in the context of ongoing relationships

Identity Leadership in a Crisis: A 5R Framework for Learning from Responses to COVID‐19

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