The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study

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136 Citations (Scopus)

Abstract

This study used multi-source field data collected in five organizations to examine linkages among managers' personal value system (i.e., intensity of openness to change, traditional, collectivistic work, self-transcendent, and self-enhancement values), charismatic leadership of managers, and three outcome measures. Two-hundred and eighteen managers provided self-reports of their personal values and ratings of their followers' extra effort and organizational citizenship behavior (OCB). Nine-hundred and forty-five subordinates rated the focal managers' charismatic leadership. Superiors of the focal managers provided ratings of managerial performance 2 months after collecting the managers' and subordinates' ratings. Results indicated that traditional, collectivistic work, self-transcendent, and self-enhancement values related positively to charismatic leadership, which predicted managerial performance and followers' extra effort and OCB. Managerial performance moderated the relationships between leaders' values, charismatic leadership, and followers' outcomes.

Original languageEnglish (US)
Pages (from-to)221-244
Number of pages24
JournalLeadership Quarterly
Volume16
Issue number2
DOIs
StatePublished - Apr 1 2005

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manager
leadership
follower
Values
rating
Information Storage and Retrieval
citizenship
Self Report
performance
value system
Outcome Assessment (Health Care)
Personal values
Field study
Charismatic leadership
Managers
leader
Managerial performance
Follower
Rating
Organizational citizenship behavior

All Science Journal Classification (ASJC) codes

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

Cite this

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