Is Charisma Hyper‐Romanticism? Empirical Evidence from New Data and a Meta‐Analysis

Abstract

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Leadership: Current Theories, Research, and Future Directions

“…It is possible that in more advanced and newly forming industries, the concept of followership may be construed and enacted differently than what we might find in more established industries with long histories of treating leaders and followers in a particular way (Schyns et al 2007). …”

“…Schyns et al (2007) conducted a meta-analysis to determine whether they could tease out the effects controlling for such things as measurement error and sampling bias while focusing on whether followers had a tendency to romanticize their perceptions of transformational/charismatic leadership. Their results revealed a modest relationship between the romance of leadership and perceptions of transformational/charismatic leadership, accounting for approximately 5% of the variance in leadership ratings.…”

Implicit Leadership Theories: Think Leader, Think Effective?

“…We know from prior research that implicit leadership theories are related to the perception of actual leaders (e.g., Schyns et al, 2007;Shamir, 1992) and their evaluation (Nye & Forsyth, 1991).…”

“…For research into everyday images of leadership, so-called implicit leadership theories, this means that knowing about negative views towards leadership is important to prevent a lack of influence of leaders on their followers. We already know that implicit leadership theories influence the perceptions of actual leaders (e.g., Schyns, Felfe & Blank, 2007;Shamir, 1992). However, the prior focus of research into implicit leadership theories is mainly around effective or ideal leaders.…”

Teaching Implicit Leadership Theories to Develop Leaders and Leadership: How and Why It Can Make a Difference

“…More specifically, research assessing individuals' implicit leadership theories has shown that the mental images individuals hold influence how they see a person labeled "leader," including their own supervisors (Schyns, Felfe, & Blank, 2007;Shamir, 1992). For example, individuals who hold a romantic view of leaders, that is, those who overattribute company performance to leaders (cf.…”