A Quantitative Review of Research on Charismatic Leadership

Fuller, Jack; Patterson, Coleman E. P.; Hester, Kim; Stringer, Donna Y.

doi:10.2466/pr0.1996.78.1.271

Cited by 248 publications

(221 citation statements)

References 49 publications

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“…Transformational leaders are valuable to organizations because as meta-analytical studies have shown, transformational leadership is associated with leader effectiveness and follower satisfaction with their leader (Fuller, Patterson, Hester, & Stringer, 1996;Judge & Piccolo, 2004). Furthermore, and probably most importantly in the current economy, transformational leaders are able to enhance their followers' in-role and extra-role performance (Lowe, Kroeck, & Sivasubramaniam, 1996).…”

Section: Transformational Leadershipmentioning

confidence: 99%

Uncovering the Underlying Relationship Between Transformational Leaders and Followers’ Task Performance

Breevaart

Bakker

Demerouti

et al. 2014

Journal of Personnel Psychology

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The purpose of the present study was to unravel the mechanisms underlying the relationship between transformational leadership, follower work engagement, and follower job performance and to investigate a possible boundary condition of transformational leadership. We used structural equation modeling to test our model among 162 dyads consisting of one employee and their leader, who both filled out an online questionnaire. Followers reported more job resources and need fulfillment when their leader showed more transformational leadership behavior, and this contributed to followers’ engagement and job performance. Consistent with our hypothesis, transformational leaders mainly fulfilled followers’ needs when followers were high in need for leadership.

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Section: Transformational Leadershipmentioning

confidence: 99%

Uncovering the Underlying Relationship Between Transformational Leaders and Followers’ Task Performance

Breevaart

Bakker

Demerouti

et al. 2014

Journal of Personnel Psychology

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“…This trust and loyalty result in followers willing to commit to the organization even under very difficult circumstances [52]. Other empirical studies also showed positive relationships between transformational leadership and personal outcomes such as satisfaction and performance of followers [53], [54], [48]. There is a clear need for greater attention in this area to understand the mechanisms through which transformational leadership influences personal attitudes in order to develop a more complete understanding of the inner workings of transformational leadership.…”

Section: ) Transformational Leadership Effectivenessmentioning

confidence: 99%

Relationship between Self-Efficacy, Transformational Leadership and Leader Effectiveness

Mešterová¹,

Procházka²,

Vaculík³

et al. 2015

JOAMS

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Abstract-The aim of this research is to empirically investigate the relationship between a leader's self-efficacy, transformational leadership and leader effectiveness. On the basis of the literature and current leadership research review, the theoretical model, in which transformational leadership mediates the relationship between a leader's selfefficacy and effectiveness, is proposed. The research was conducted within a three-month-long management simulation game at two Czech universities. A total of 32 leaders participated together with 604 subordinates. The criteria of leader effectiveness included leadership emergence and perceived leader effectiveness, both assessed by the leaders' subordinates, and objectively measured by group performance. For the assessment of the transformational leadership approach of leaders, we administered a questionnaire based on the transformational leadership theory to their subordinates. The self-efficacy of leaders was measured by a self-report questionnaire filled by leaders. The relationship of self-efficacy to transformational leadership was not supported, as well as the association between leader's self-efficacy and criteria of leader effectiveness. Therefore, the mediation model with transformational leadership in the role of the mediator was not accepted.

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“…They display self-confidence and are able to inspire followers to transcend their own self-interest for the sake of the collective (e.g., Bass, 1985;House, 1977House, , 1996Shamir, House, & Arthur, 1993). Meta-analyses have shown that charismatic leadership correlates positively with a wide range of variables (e.g., Fuller, Patterson, Hester, & Stringer, 1996;Lowe, Kroeck, & Sivasubramaniam, 1996), including organizational commitment (e.g., Bycio, Hackett, & Allen, 1995), personal identification (Shamir, Zakay, Breinin, & Popper, 1998), and firm profitability (e.g., De Hoogh et al, 2004;Waldman et al, 2001). Previous research has also suggested that charismatic leadership elicits OCB from followers.…”

Section: Charisma and Belongingnessmentioning

confidence: 99%

The interactive effects of belongingness and charisma on helping and compliance.

Hartog

Hoogh

Keegan

2007

Journal of Applied Psychology

163

107

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This study tests the main and interactive effects of belongingness and perceived charismatic leadership on 2 forms of organizational citizenship behavior (helping and compliance). In line with expectations, a study of 115 manager-subordinate dyads demonstrates that employees show more helping (manager rated) when they have a stronger sense of belongingness at work and more helping as well as compliance when they perceive their leader to be more charismatic (subordinate rated). Belongingness partially mediates the relationship between charisma and helping. Also, as hypothesized, belongingness and charisma have interactive effects on employees' helping and compliance. The impact of perceived charisma on these behaviors is stronger for employees with a low sense of belongingness at work than for individuals with a higher sense of belongingness.

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A Quantitative Review of Research on Charismatic Leadership

Cited by 248 publications

References 49 publications

Uncovering the Underlying Relationship Between Transformational Leaders and Followers’ Task Performance

Uncovering the Underlying Relationship Between Transformational Leaders and Followers’ Task Performance

Relationship between Self-Efficacy, Transformational Leadership and Leader Effectiveness

The interactive effects of belongingness and charisma on helping and compliance.

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