effects of charismatic leadership and organizational culture on corporate performance
8751267
A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance.
We investigated the combined effects of charismatic leadership and organizational culture on perceived and objective company performance using a longitudinal design. Employees (N 1214) in 46 branches of a large Dutch bank rated branch management on charismatic leadership, organizational culture in terms of work practices, as well as perceived organizational performance. Objective performance data were collected twice, two years apart. The split sample technique attenuated common source bias. Results of structural equation modeling, in which Time 1 financial performance measures were controlled, revealed that charisma increased financial performance; however culture did not do so. Culture and charisma were significantly related to perceived performance, and culture and charisma were interrelated. A longer time interval may be necessary before the effects of culture on financial performance become apparent. The findings are discussed against the backdrop of the value of intangible resources.
Celeste P M Wilderom Peter van den Berg Uco J Wiersma
154845476
Transformational Leadership And Organizational Culture
Nine types of organizational cultures are defined in terms of the extent transformational and transactional leadership and their effects form accepted ways of behaving. The Organizational Description Questionnaire (ODQ) is used by members of the organizations to describe their cultures. The nine types of organizations include the high contrast culture with both strong transformational and transactional qualities to the "garbage can" which lacks either kind of leadership of consequence. A majority of organizations are somewhere inbetween either loosely guided, coasting, or contractual.
Bernard M Bass B Avolio
154415324
Leadership style, organizational culture and performance: empirical evidence from UK companies
The topics of leadership and organizational culture have attracted considerable interest from both academics and practitioners. Much of the interest in the two areas is based on explicit and implicit claims that both leadership and culture are linked to organizational performance. However, while the links between leadership and performance and between culture and performance have been examined independently, few studies have investigated the association between the three concepts. This paper examines the nature of this relationship and presents empirical evidence which suggests that the relationship between leadership style and performance is mediated by the form of organizational culture that is present. The paper concludes with a number of implications for theory and practice.
Emmanuel Okechukwu Ogbonna Lloyd C Harris
145417848
The Motivational Effects of Charismatic Leadership: A Self Concept Based Theory
The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers' self concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about a the behavior of charismatic leaders and their effects on followers, b the role of followers' values and orientations in the charismatic relationship, and c some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.
Boas Shamir Robert J House Michael B Arthur
150354701
Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings
Charismatic leadership has been largely overlooked by organizational theorists. In part, the problem can be attributed to the lack of a systematic conceptual framework Drawing from political science, sociology, and social psychology, this paper addresses the problem by proposing a model linking organizational contexts to charismatic leadership. A series of research hypotheses is offered.
Jay A Conger Rabindra N Kanungo
143225993
Charismatic leadership in organizations
PART ONE: THEORY DEVELOPMENT Evolution of the Field A Model of Charismatic Leadership Charismatic Leadership Measurement and Empirical Validity PART TWO: COMPONENTS OF CHARISMATIC LEADERSHIP The Leader's Search for Opportunity Aligning The Organization through Vision Implementing the Vision PART THREE: REMAINING CHALLENGES The Shadow Side of Charisma Looking to the Future
Jay A Conger Rabindra N Kanungo
90172498
Culture Specific and Cross Culturally Generalizable Implicit Leadership Theories: Are Attributes of Charismatic/Transformational Leadership Universally Endorsed?
This study focuses on culturally endorsed implicit theories of leadership (CLTs) Although cross cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.
Deanne N den Hartog Robert J House Paul J Hanges S Antonio Ruiz-Quintanilla Peter W Dorfman Richard H G Field
144625610
Culture, leadership, and organizations the GLOBE study of 62 societies
Foreword Harry Triandis Preface Robert J. House Part 1 Introduction Chapter 1 Introduction Robert House Chapter 2 Overview of the Globe Research Program Robert House and Mansour Javidan Part 2 Literature Chapter 3 Literature Review Mansour Javidan and Robert House Chapter 4 Cultures and Leadership Peter Dorfman and Robert House Chapter 5 The Impact of Societal Culture and Industry on Organizational Culture Marcus Dickson, Renee BeShears, and Vipin Gupta Part 3 Project GLOBE: Research Methodolgy Overview by Paul Hanges Chapter 6 Research Design Robert House, Paul Hanges, and Peter Dorfman Chapter 7 The Linkage Between GLOBE Findings and Other Cross Cultural Information Mansour Javidan and Markus Hauser Chapter 8 The Development and Validation of the GLOBE Culture and Leadership Scales Paul Hanges and Marcus Dickson Chapter 9 Multi source Construct Validity of GLOBE Scales Vipin Gupta, Mary Sully de Luque, and Robert House Chapter 10 Regional and Climate Clustering of Social Cultures Vipin Gupta, Paul Hanges, Peter Dorfman, and Robert House Chapter 11 Rational for GLOBE Statistical Analysis: Societal Rankings and Test of Hypotheses Paul Hanges, Marcus Dickson, and Mina Sipe Part 4 Empirical Findings Intro by Mansour Javidan Chapter 12 Performance Orientation Mansour Javidan Chapter 13 Future Orientation Neal Ashkanasy, Vipin Gupta, Melinda Mayfield, and Edwin Trevor Roberts Chapter 14 Cross Cultural differences in Gender Egalitarianism: Implications for Societies, Organizations, and Leaders Cynthia G. Emrich, Florence L. Denmark, and Deanne Den Hartog Chapter 15 Assertiveness Deanne Den Hartog Chapter 16 Individual and Collectivism Michele J. Gelfand, D.P.S. Bhawuk, Lisa H. Nishii, David J. Bechtold Chapter 17 Power Distance Dale Carl, Vipin Gupta with Mansour Javidan Chapter 18 Humane Orientation in Societies, Organizations, and Leader Attributes Hayat Kabasakal and Muzaffer Bodur Chapter 19 Uncertainty Avoidance Mary Sully de Luque, Mansour Javidan, and Ram Aditya Chapter 20 Societal, Cultural, and Industry Influences on Organizational Culture Felix Brodbeck, Paul Hanges, Marcus Dickson, Vipin Gupta, and Peter Dorfman Chapter 21 Leadership and Cultural Variation: The Identification of Culturally Endorsed Leadership Profiles Peter Dorfman, Paul Hanges, and Felix Brodbeck Part 5 Conclusion Chapter 22 Conclusions, (theoratical and practical) Implications, and future directions Mansour Javidan, Robert House, Peter Dorfman, Vipin Gupta, Paul Hanges, and Mary Sully de Luque Appendix A Correlations GLOBE Scales Paul Hanges Appendix B Response bias Outliers Paul Hanges Appendix C Hierarchical Linear Modeling Paul Hanges, Mina Sipe, and Ellen Godfrey Appendix D Confidence Internval Demonstration Paul Hanges
Robert J House
143301618
An evaluation of conceptual weaknesses in transformational and charismatic leadership theories.
Abstract 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.
Gary A Yukl
13130157
Transformational Leadership, Creativity, and Organizational Innovation
This study proposes a model of the impact of transformational leadership both on followers' creativity at the individual level and on innovation at the organizational level. The model is tested on 163 R&D personnel and managers at 43 micro and small sized Turkish software development companies. The results suggest that transformational leadership has important effects on creativity at both the individual and organizational levels. At the individual level, the results of hierarchical linear modeling show that there is a positive relationship between transformational leadership and employees' creativity. In addition, transformational leadership influences employees' creativity through psychological empowerment. At the organizational level, the results of regression analysis reveal that transformational leadership positively associates with organizational innovation, which is measured with a market oriented criterion developed specifically for developing countries and newly developing industries. The implications of the findings along with some potential practical applications are discussed.
Lale Gumusluoglu Arzu Ilsev