Charismatic Leadership Theory Research Articles

Fitting in organizational values

PurposeThe current leadership literature has paid little attention to understanding the intervening mechanism by which leaders influence followers. In order to partially bridge this gap, the article aims to present a value‐fit charismatic leadership theory which focusses on the key intervening mechanism – person‐organization values fit.Design/methodology/approachThe model was tested empirically on 180 participants, including 51 managers and 129 employees from 37 large‐scale companies in Taiwan.FindingsBased on the block regression analysis, the results showed that CEO charismatic leadership has both direct and indirect effects on employees’ extra effort to work, satisfaction with the CEO, as well as organizational commitment, which are mediated by employees’ perceived person‐organization values fit. The findings also provided evidence that the relationship between charismatic leadership and person‐organization values fit is significant. Furthermore, the analysis also showed the significant effects of person‐organization values fit on employee outcomes.Originality/valueThe study shows how CEO charismatic leadership can, through the mediating effect of person‐organization values fit, have profound influence on employee outcomes.

Charismatic leadership at the strategic level: A new application of upper echelons theory

The primary purpose of this article is to integrate charismatic leadership theory with the upper echelons perspective in an attempt to better understand the leadership role of chief executive officers (CEOs). We report data from 69 U.S. and Canadian firms suggesting that CEO charismatic leadership measured at a point in time predicts subsequent firm performance. However, it is essentially unrelated to prior firm performance. Findings were weak with regard to an expected interaction between charisma and perceived environmental uncertainty in the prediction of performance. When intellectual stimulation was substituted for charisma, interaction results became somewhat stronger. As expected, charisma was related to both subjective and objective measures of strategic change, although we did not find an expected interaction between charisma and strategic change in the prediction of firm performance. Results are discussed in terms of the need for additional multidisciplinary research bridging micro- and macro-level conceptualizations of the role of leadership in the upper echelons of organizations.

Self-sacrificial behavior in crisis situations: The competing roles of behavioral and situational factors

As charismatic and transformational leadership theories have broadened their perspective to include situational factors (i.e., crisis), it is important to understand how specific leader behaviors might interact with such situations. Recently, Choi and Mai-Dalton [Leadersh. Q. 10 (1999) 397; Leadersh. Q. 9 (1998) 475] have given both empirical and theoretical attention to the behavior of self-sacrifice, which is an important facet of both Transformational [Organ. Dyn. 13 (1985) 26] and Charismatic Leadership Theories [Acad. Manage. Rev. 12 (1987) 637; House, R. J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge (pp. 189–207). Carbondale: Southern Illinois University Press]. The present experimental study investigates the effects of self-sacrificial behavior, along with the effects of situational crisis on followers' perceptions of their leader's charisma and organizational commitment. Leaders are perceived particularly well when exhibiting self-sacrificial behavior in times of crisis.

Charismatic Leadership and Cooperation in Social Dilemmas: A Matter of Transforming Motives?1

The present experiment examined whether leaders high in charisma are able to motivate decision‐makers to cooperate more in a public goods dilemma. On the basis of charismatic leadership theories, it was expected that a charismatic leader would be able to transform people's motives beyond self‐interest, consequently increasing cooperation. This transformation effect was expected to occur among individuals aimed at maximizing their own self‐interest (i.e., pro‐selfs), but not among those aimed at maximizing joint or collective outcomes (i.e., pro‐socials). Furthermore, leader's charisma was experimentally manipulated by means of describing the leader as either self‐sacrificing or benefiting. The results revealed that self‐sacrificing leaders, contrary to benefiting leaders, were perceived as more charismatic and were able to motivate decision‐makers to cooperate more. The latter effect appeared to be more pronounced among pro‐selfs rather than pro‐socials, as such supporting the transformational idea of charismatic leaders. Further results showed that this behavioral effect was mediated by perceptions of legitimacy. The meaning and conception of charismatic leadership in decision‐making situations are discussed by using insights from the social dilemma and charismatic leadership literature.

Beneath the mask:: Examining the relationship of self-presentation attributes and impression management to charismatic leadership

We tested several hypotheses derived from Gardner and Avolio's [Acad. Manage. Rev. 23 (1998) 32.] self-presentational theory of charismatic leadership. We collected multisource field data in an information technology (IT) consulting firm and examined linkages among managers' self-system attributes (i.e., desired charismatic identity, self-monitoring), pro-social and self-serving impression management of managers, charismatic leadership of managers, and two measures of performance. Eighty-three managers provided self-reports of self-system attributes. Six months later, 249 subordinates rated the focal managers' impression management and charismatic leadership styles. Superiors of the focal managers provided performance ratings 7 months after collecting the subordinate ratings. Results indicated that complexity of desired charismatic identity was positively related to self-monitoring. Self-monitoring was negatively related to ratings of pro-social impression management and positively related to ratings of self-serving impression management. Pro-social impression management related positively to charismatic leadership, which predicted managerial and unit performance.

The mutability of charisma in leadership research

This article reveals the mutability of charisma by tracing changes in the conceptualization of charisma throughout the history of leadership research. Religious, societal, and organizational phases in the conceptualization of charisma are identified. The mutability of charisma has extended charismatic leadership theory from the domain of theology to multiple facets of the organizational sciences. Shifting conceptualizations of charisma that emphasize different elements have facilitated the study of leader traits, leader behaviors, situational contingencies, leader and organizational communications, and organizational cultures. These pluralistic conceptualizations of leadership and charisma have broadened our understanding of charismatic leadership. Yet, we must acknowledge that the breadth of knowledge we have gained has been at the expense of a more profound understanding of any one particular conceptualization of charisma.

THE ROLE OF RHETORIC CONTENT IN CHARISMATIC LEADERSHIP: A CONTENT ANALYSIS OF A SINGAPOREAN LEADER'S SPEECHES

ABSTRACT This study provides an extension to the Charismatic Leadership theories by delineating the roles of rhetoric content: in frame alignment and trust building. Propositions were developed from past literature on the rhetorical behaviors of Charismatic Leadership and the interpersonal trust literature. An empirical study was then conducted to test the propositions developed and it was found that Mr. Lee Kuan Yew use the Singapore National Day Rally speeches in limited ways to align frames and build trust.

The Effects of Charismatic Leadership on Followers’ Self‐Concept Accessibility

Shamir, House, and Arthur (1993) suggested that the effects of charismatic leadership on followers’ motivation are mediated by the increased salience of collective identities in followers’ self‐concepts. This study empirically examines the effects of leadership messages on followers’ self‐concept accessibilities. Charismatic and integrative (combined charismatic and individualized consideration) leadership increased the accessibility of followers’ collective self‐concepts. Individualized consideration increased the accessibility of followers’ private self‐concepts. These results support the propositions of the self‐concept‐based theory of charismatic leadership. Charismatic and integrative leadership messages from a leader resulted in higher follower collective self‐concept accessibilities than did routinized messages. This finding underscores the importance of a charismatic leader, even when charismatic messages have become routinized.

VINCENT J. CORNELL, Realm of the Saint: Power and Authority in Moroccan Sufism (Austin: University of Texas Press, 1998). Pp. 442.

Vincent Cornell's Realm of the Saint is a masterly work, indisputably authoritative, the result of more than twenty years of research on Sufism in Morocco and Al-Andalus. Drawing on a critical reading of a vast array of textual sources, including hagiographies, histories, didactic treatises, devotional works, and poetry, this book brings to light material that has been virtually untouched in academic studies on Moroccan Sufism. As Cornell points out, Morocco has become a paradigm for the anthropological analysis of Sufism, but the vast archival resources of Morocco had been hitherto largely untouched by academicians. Through detailed analysis of the lives of many Sufi saints as presented in hagiographical literature, exploring both the ideological and sociological dimensions of sainthood in the Moroccan context, he convincingly argues that the “doctor” versus “saint” topos that prevails in the anthropological literature does not do justice to the reality of pre-modern Moroccan Sufism. He also deconstructs the centrality of “maraboutism” and rurality in Moroccan Sufism. Cornell compares his findings with studies of saints in Europe by scholars such as Peter Brown and Thomas Heffernan, as well as with the Weberian theories of charismatic leadership that have prevailed among social scientists, displaying an extraordinary range of competence in the literature of several academic disciplines. It is a rarity to find a scholar of Cornell's deep understanding of Arabic and Islamic tradition who also places his research within the broader context of the study of religion. Nevertheless, scholars outside Islamic studies are unlikely to read this book because of its length, excessive detail, and frequent use of Arabic terms, despite the presence of a glossary of technical terms at the end of the book.

Charismatic leadership and follower effects

On the basis of the current theories of charismatic leadership, several possible follower effects were identified. It is hypothesized that followers of charismatic leaders could be distinguished by their greater reverence, trust, and satisfaction with their leader and by a heightened sense of collective identity, perceived group task performance, and feelings of empowerment. Using the Conger–Kanungo charismatic leadership scale and measures of the hypothesized follower effects, an empirical study was conducted on a sample of 252 managers using structural equation modelling. The results show a strong relationship between follower reverence and charismatic leadership. Follower trust and satisfaction, however, are mediated through leader reverence. Followers' sense of collective identity and perceived group task performance are affected by charismatic leadership. Feelings of empowerment are mediated through the followers' sense of collective identity and perceived group task performance. Copyright © 2000 John Wiley & Sons, Ltd.

Meaning From Within: Possible Selves and Personal Meaning of Charismatic and Non-Charismatic Leaders

Executive Summary The leadership literature has identified both the leader's self-concept and personal meaning as sources of motivation for charismatic and non-charismatic leaders. However, while several versions of charismatic and non-charismatic leadership theory predict such effects, none of them explains how the content of a leader's personal meaning is influenced by the self-concept. This article seeks to advance leadership theory by addressing this fundamental problem. Based on theories of possible selves, personal meaning and charismatic leadership, this article describes how a leader's thoughts about his or her potential and future may influence the personal meaning of charismatic and non-charismatic leaders.

Charismatic leadership and follower effects

On the basis of the current theories of charismatic leadership, several possible follower effects were identified. It is hypothesized that followers of charismatic leaders could be distinguished by their greater reverence, trust, and satisfaction with their leader and by a heightened sense of collective identity, perceived group task performance, and feelings of empowerment. Using the Conger–Kanungo charismatic leadership scale and measures of the hypothesized follower effects, an empirical study was conducted on a sample of 252 managers using structural equation modelling. The results show a strong relationship between follower reverence and charismatic leadership. Follower trust and satisfaction, however, are mediated through leader reverence. Followers' sense of collective identity and perceived group task performance are affected by charismatic leadership. Feelings of empowerment are mediated through the followers' sense of collective identity and perceived group task performance. Copyright © 2000 John Wiley & Sons, Ltd.

Charismatic leadership: Strategies for effecting social change

Because of their unique relationship with followers, charismatic leaders can be powerful agents of social change. Current theories of charismatic leadership have emphasized primarily the personality and behavior of leaders and their effects on followers, organizations, and society. This emphasis fails to uncover why and how the charismatic leader/follower interaction can generate social change. Our study draws on theories of social meaning to develop a process model of charismatic leadership. Empirical exploration of our model suggests that charismatic leaders employ a set of consistent communication strategies for effecting social change.

An Evaluative Essay on Current Conceptions of Effective Leadership

Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership, but most of the theories have weaknesses in the conceptualization and measurement of leadership processes. The limitations include use of simplistic two-factor models, omission of relevant behaviours, focus on dyadic processes, assumption of heroic leadership, and overreliance on weak methods. I discuss these weaknesses and present results from a study on leader behaviour dimensions to clarify some of my concerns.

An evaluation of conceptual weaknesses in transformational and charismatic leadership theories

Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership. However, most of the theories have conceptual weaknesses that reduce their capacity to explain effective leadership. The conceptual weaknesses are identified here and refinements are suggested. The issue of compatibility between transformational and charismatic leadership is also discussed. Finally, some methodological problems involving construct validation and theory testing are identified, and suggestions for future research are provided.

On the Possibility of Transformation or Charismatic Leadership Theory

On the Possibility of Transformation or Charismatic Leadership Theory

Organizational and contextual influences on the emergence and effectiveness of charismatic leadership

The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich and refine charismatic leadership theory by linking it to its organizational context. We argue that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others. We develop and present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership. Among the contextual variable we examine are the organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture, as well as the leader's level in the organization and the circumstances surrounding his or her appointment.

CORRELATES OF CHARISMATIC LEADER BEHAVIOR IN MILITARY UNITS: SUBORDINATES' ATTITUDES, UNIT CHARACTERISTICS, AND SUPERIORS' APPRAISALS OF LEADER PERFORMANCE.

We tested several hypotheses derived from an extended version of Shamir, House, and Arthur's (1993) theory of charismatic leadership. We used three different samples of subordinates to assess leade...

A longitudinal study of the relation of vision and vision communication to venture growth in entrepreneurial firms.

The relationships among vision attributes, vision content, vision communication, and venture growth were explored in one industry using a longitudinal design. Charismatic leadership, entrepreneurship, and business strategy theory guided the formation of hypotheses that were tested with data collected from 183 entrepreneur-CEO and employee pairs. Visions were evaluated for 7 attributes that were derived from the literature and for content. Structural modeling confirmed that vision attributes and vision content affect subsequent venture growth directly and through verbal and written communication.

Charismatic Leadership Theory: A Shadow Side Confessed

Charismatic Leadership Theory: A Shadow Side Confessed