Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis

Jae Uk Chun, Francis J. Yammarino, Shelley D. Dionne, John J. Sosik, Hyoung Koo Moon

Research output: Contribution to journalArticle

66 Scopus citations

Abstract

We examined differences in leadership influence processes, perceptions, and multiple levels-of-analysis effects between close and distant charismatic and contingent reward leadership across three hierarchical levels in 13 Korean companies. Multi-source data revealed that followers' commitment to the leader mediated relationships between leadership and followers' attitudinal, behavioral, and performance outcomes in close situations, but not in distant relationships. Leadership at higher levels of management was positively related to leadership at the next lower level, which in turn related to follower outcomes at the lowest echelon. Multivariate within and between analysis indicated multiple-level effects differing by leader-follower distance and for the variables of interest.

Original languageEnglish (US)
Pages (from-to)689-707
Number of pages19
JournalLeadership Quarterly
Volume20
Issue number5
DOIs
StatePublished - Oct 1 2009

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management

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