Abstract
This empirical study examines the origins of the romance of leadership from a leader‐centric perspective. The impact of Self‐Deception and Impression Management on leader perceptions of their leadership was examined to gauge whether leaders hold romantic notions about their leadership. A national survey (N = 2,376) of business executives was conducted and data were analysed using a multiple‐method factor approach. The results indicate that leaders distort their self‐attributions to reflect romantic or “idealised” images of leadership. We contend that leaders are motivated to transmit these images through impression management to “woo” followers into constructing romantic images of leadership. Thus, leaders play an active role in the development of the romance of leadership. The study considers the practical and theoretical implications and proposes directions for future research.Cette étude empirique s’intéresse aux origines de la romance du leadership d’un point de vue centré sur le leader. L’impact des illusions sur soi et du management impressionnant sur la perception qu’ont les leaders de leur propre leadership a été pris en compte pour savoir si les leaders adhéraient à des notions romantiques à propos de leur leadership. Les données d’une enquête nationale (N = 2,376) sur des hommes/femmes d’affaires ont été analysées avec une approche factorielle à méthodes multiples. Les résultats montrent que les leaders distordent leurs auto‐attributions pour renvoyer des images romantiques ou idéalisées du leadership. Nous soutenons que les leaders cherchent à transmettre ces images à travers le management impressionnant pour amener les suiveurs àélaborer des images romantiques du leadership. Les leaders jouent donc un rôle actif dans le développement de la romance du leadership. On réfléchit aux conséquences théoriques et pratiques de cette étude et l’on propose des orientations pour les recherches à venir.
Published Version
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