Making political leaders king: Enacted credibility in times of elections

A systematic review of leader credibility: its murky framework needs clarity

“…Of our review’s 108 leader credibility articles, 49 (45.4%) applied the Kouzes and Posner stream, and 29 (26.9%) applied the source credibility stream. Multiple articles applied both (e.g., Holmes and Parker 2017 ; Kouzes and Posner 2005 ; Lafferty 2004 ; Russell and Stone 2002 ; Swanson and Kent 2014 ; Van Zuydam and Metze, 2018 ).…”

“…Aristotle wrote that ethos had three parts: intelligence, moral virtue, goodwill towards audience Lafferty ( 2004 )* Hovland et al ( 1953 ) credibility elements: trustworthiness and expertise Simons et al ( 1970 ) Sue-Chan and Latham ( 2004 ) Kim et al ( 2009 )* FjałKowsKi ( 2014 ) Swanson and Kent ( 2014 )* Van Zuydam and Metze ( 2018 )* Van Zuydam and Hendriks ( 2018 )* Yin et al ( 2019 ) Andersen ( 1961 ) and Berlo et al ( 1969 ) Added dynamism to credibility elements of trustworthiness and expertise Although no articles in the SLR cited these researchers, they are credited with adding “dynamism” to the definition of leader credibility and are important to the historical context O’Keefe ( 1990 ) Elements: expertise and trustworthiness Kouzes and Posner ( 2005 )* Huffaker ( 2010 ) Men ( 2012 ) Norton et al ( 2014 ) Van Zuydam and Metze ( 2018 )* Van Zuydam and Hendriks ( 2018 )* Hackman and Johnson ( 1996 ) Elements: competence, trustworthiness, dynamism Russell and Stone ( 2002 )* Holmes ( 2016 ) McCroskey and Young ( 1981 ) McCroskey and Teven ( 1999 ) adapted source credibility to leader credibility and created a measure. Credibility Elements: trustworthiness, expertise, goodwill (perceived caring) Bolkan and Goodboy ( 2009 ) Basford et al ( 2014 ) Swanson and Kent ( …”

“…The items attempt to capture how well a leader exhibits the practices described by Kouzes and Posner Gabris and Mitchell ( 1991 ) Gabris and Ihrke ( 1996 ) Rusaw ( 1996 ) Gabris et al ( 1999 ) Chaffee and Mills ( 2001 ) Gabris and Ihrke ( 2003 ) Lafferty ( 2004 )* Bridgeforth ( 2005 ) Abu-Tineh et al ( 2008 ) Dull ( 2009 ) Credibility including 3 elements: honesty, inspiring, competent Kouzes and Posner ( 2011 ) propose that credibility includes three of the four top characteristics of admired leaders. Posner & Kouzes ( 1988 ) argue that credibility consists of three elements to match the three elements of source credibility (trustworthiness, expertise, dynamism) Bhindi and Duignan ( 1997 ) Widgery and Tubbs ( 1997 ) Scarnati ( 1997 ) Simons ( 1999 ) Mussig ( 2003 ) Von der Ohe et al ( 2004 ) Politis ( 2005 ) Gabris and Ihrke ( 2007 ) Holt et al ( 2009 ) Kim et al ( 2009 )* Lee ( 2011 ) Amos and Klimoski ( 2014 ) Swanson and Kent ( 2014 )* Holmes and Parker ( 2017 )* Chng et al ( 2018 ) Raffo and Williams ( 2018 ) Van Zuydam and Hendriks ( 2018 )* Van Zuydam and Metze ( 2018 )* Williams Jr. et al ( 2018 ) Chaker et al ( 2019 )* * Denotes an article that relies on more than one foundational source for credibility …”

“…Reroute critique that might otherwise stick. Negative antecedent: Not meeting expectations Van Zuydam and Metze ( 2018 ) Political leadership Competence, trustworthiness, and caring. Negative antecedent: Not meeting expectations Effective persuading, which is vital in political communication Vlok et al ( 2019 ) Technology innovation leaders Technical ability of leaders to shape opinions Von der Ohe et al ( 2004 ) Employer-employee relations Listening skills, decision-making, allowing freedom to employees to express feelings, tolerating mistakes, and ensuring that employees enjoy prestige Trusting relationships between employers and employees Worden ( 2003b ) A leader with religious and nationalistic values Religious ethics, complemented by a nationalist principle Societal reputation and strategic leadership (effective leadership) Yin et al ( 2019 ) Celebrities as leaders Enhances the persuasion of communication recipients Yoo and Jin ( 2015 ) Asian political leaders Expertise and attractiveness …”

“…Numerous studies identified attributes of effective leaders through a deductive approach–starting with a general idea (effective leadership 3 ) and digging down to identify specifics (the attributes of effective leaders). The studies sought effective leader attributes in various contexts: education (Gale and Bishop 2014 ; Ryan and Tuters 2017 ; Spendlove 2007 ); the medical field (Chaffee and Mills 2001 ; Loh et al 2016 ; Patterson and Krouse 2015 ; Upenieks 2003 ); politics (Van Zuydam and Hendriks 2018 ; Van Zuydam and Metze 2018 ); social resistance (Einwohner 2007 ); government (Paton and Goel 1993 ); and business (Harshman and Harshman 1999 ; Worden 2003b ). These studies’ environments included the following: school administrators in their early years of leadership (Northfield 2014 ), resistance activities in Nazi-occupied Jewish ghettos (Einwohner 2007 ), policing (Grint et al 2017 ), and large/complex organizations (Harshman and Harshman, 1999 ).…”