Charismatic Leadership Influence on Empowered and Less Empowered Followers' Voice

Kwak, Won Jun

doi:10.1037/e518362013-167

Cited by 2 publications

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“…This is in line with past research showing that intrinsic motivation influences behaviour (Dysvik, & Kuvaas, 2011;Kuvaas, & Dysvik, 2009;Martens, Gulikers, & Bastiaens, 2004;Van der Werff, Steg, & Keizer, 2013). Previous studies also showed that empowerment influences voice behaviour (Kwak, 2012;Park, 2015). Nevertheless, future research should seek to replicate this relationship by examining the associations in the assumed chronological order.…”

supporting

confidence: 92%

Is employee narcissism always toxic? – The role of narcissistic admiration, rivalry and leaders’ implicit followership theories for employee voice

Helfrich

Dietl

2019

European Journal of Work and Organizational Psychology

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Organizational researchers are increasingly interested in investigating the influence of narcissism on the workplace. Drawing on self-determination theory and recent research that distinguishes two dimensions of narcissism and their different underlying motivational dynamics, we hypothesised that employee empowerment, and in turn voice, are differentially influenced by the two narcissism facets admiration and rivalry. In particular, we expected that employees' narcissistic admiration is positively related to voice via empowerment, whereas rivalry is negatively related to voice via empowerment. Moreover, we investigated leaders' implicit followership theories (IFTs) as moderator of the relationships between narcissistic rivalry and narcissistic admiration with empowerment. We argue that a leader's positive IFTs buffer the negative effect of narcissistic rivalry and foster the positive effect of narcissistic admiration on empowerment, and in turn voice (i.e., first-stage moderated mediations). We found support for most of our predictions in a multi-wave field study using data from 268 leader-employee dyads. Theoretical and practical implications are explored.

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confidence: 92%

Is employee narcissism always toxic? – The role of narcissistic admiration, rivalry and leaders’ implicit followership theories for employee voice

Helfrich

Dietl

2019

European Journal of Work and Organizational Psychology

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“…On the contrary, there are people who take leading and following roles based on their personal preferences, competencies (Jung, 1923(Jung, /1989Uhl-Bien et al, 2014), as well as motivations through self-regulatory processes (Kark, 2007). The non-static or dynamic approach to leading and following may shed more light on how individuals lead or follow in various situations (everyone does it anyway on a daily basis) for personal or group benefits and mutual betterment in social and cultural contexts (Brumm & Drury, 2013;Kwak, 2012).…”

Section: From Person-to Role-focused Leadship and Followshipmentioning

confidence: 99%

Depersonalizing Leadership and Followership: The Process of Leadship and Followship

Malakyan¹

2015

WJSSR

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Charismatic Leadership Influence on Empowered and Less Empowered Followers' Voice

Cited by 2 publications

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Is employee narcissism always toxic? – The role of narcissistic admiration, rivalry and leaders’ implicit followership theories for employee voice

Is employee narcissism always toxic? – The role of narcissistic admiration, rivalry and leaders’ implicit followership theories for employee voice

Depersonalizing Leadership and Followership: The Process of Leadship and Followship

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