Romance of leadership and management decision making

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

“…Moreover, leaders with followers high in Romance of Leadership will be given more credit for their actions and projects. For example, Felfe and Petersen (2007) showed that Romance of Leadership even influenced managerial decision‐making in a way that persons high in Romance of Leadership tended to (a) overestimate leaders’ capabilities and (b) neglect other relevant cues in a specific situation. Thus, leaders should be aware of being systematically over‐ or underestimated and should consider the factors that enhance these up‐ or downward biases.…”

Romancing leadership: Past, present, and future

“…More specifically, a lower need for leadership was associated with a weaker link between charismatic leadership and the outcome variables. Similarly, Felfe and Petersen (2007) showed that followers' RoL influenced perceptions of managerial decision-making; specifically, when evaluating a hypothetical decision, followers high on the RLS were more likely to overestimate leaders' capabilities and neglect other relevant cues in a specific situation. Mayo, Pastor, and Meindl (1996) explored the relationships among workgroup diversity, performance, and leader selfefficacy.…”

“…Livi, Kenny, Albright, and Pierro (2008) also note that the perceiver effect is a key factor in leadership perception, and that it becomes even more important in the perception of socio-emotional styles of leadership. Felfe and Petersen (2007) found that the romance of leadership serves as a moderator for the relationship between the information about the leader and approval. This relationship is stronger for persons who score high on romance of leadership than for those who do not.…”

Implicit Leadership Theories of Bruneians

“…Because of the cognitive limitations imposed by bounded rationality, this schema serves as a simplifying mechanism in facilitating judgment and perception (Phillips & Lord, 1982). It is used as a perceptual abstraction and relies on summary labels to categorize stimuli (Felfe & Petersen, 2007;Epitropaki & Martin, 2004). In assessing leaders, this cognitive schema serves as a person's ILT.…”