Not logged in.
Quick Search - Contribution
Contribution Details
| Type | Journal Article |
| Scope | Discipline-based scholarship |
| Title | Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance |
| Organization Unit |
|
| Authors |
|
| Item Subtype | Original Work |
| Refereed | Yes |
| Status | Published in final form |
| Language |
|
| Journal Title | Leadership Quarterly |
| Publisher | Elsevier |
| Geographical Reach | international |
| ISSN | 1048-9843 |
| Volume | 24 |
| Number | 2 |
| Page Range | 378 - 389 |
| Date | 2013 |
| Abstract Text | What makes people perceive a leader as charismatic, and how do team leaders obtain performance outcomes from their followers? We examine leaders in times of organizational change and investigate the mechanisms through which leaders' change-promoting behaviors are associated with team performance.In a multilevel mediation model, we propose that the indirect relationship between change-promoting behaviors and team performance is sequentially transmitted through followers' perceptions of charisma and followers' commitment to change. A study of 33 leadersand 142 followers provides empirical support for the model, using multilevel structural equation modeling to analyze top-down relationships between leaders and followers and bottom-up relationships between followers and team outcomes. Results suggest that team leaders are perceived as more charismatic when they engage inchange-promoting behaviors. These behaviors facilitate team performance through individual followers' perceived charisma and commitment to change. |
| Digital Object Identifier | 10.1016/j.leaqua.2013.02.001 |
| Other Identification Number | merlin-id:17521 |
| Export |
BibTeX
|