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Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance


Nohe, Christoph; Michaelis, Björn; Menges, Jochen; Zhang, Zhen; Sonntag, Karlheinz (2013). Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance. Leadership Quarterly, 24(2):378-389.

Abstract

What makes people perceive a leader as charismatic, and how do team leaders obtain performance outcomes from their followers? We examine leaders in times of organizational change and investigate the mechanisms through which leaders' change-promoting behaviors are associated with team performance.In a multilevel mediation model, we propose that the indirect relationship between change-promoting behaviors and team performance is sequentially transmitted through followers' perceptions of charisma and followers' commitment to change. A study of 33 leadersand 142 followers provides empirical support for the model, using multilevel structural equation modeling to analyze top-down relationships between leaders and followers and bottom-up relationships between followers and team outcomes. Results suggest that team leaders are perceived as more charismatic when they engage inchange-promoting behaviors. These behaviors facilitate team performance through individual followers' perceived charisma and commitment to change.

Abstract

What makes people perceive a leader as charismatic, and how do team leaders obtain performance outcomes from their followers? We examine leaders in times of organizational change and investigate the mechanisms through which leaders' change-promoting behaviors are associated with team performance.In a multilevel mediation model, we propose that the indirect relationship between change-promoting behaviors and team performance is sequentially transmitted through followers' perceptions of charisma and followers' commitment to change. A study of 33 leadersand 142 followers provides empirical support for the model, using multilevel structural equation modeling to analyze top-down relationships between leaders and followers and bottom-up relationships between followers and team outcomes. Results suggest that team leaders are perceived as more charismatic when they engage inchange-promoting behaviors. These behaviors facilitate team performance through individual followers' perceived charisma and commitment to change.

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30 citations in Scopus®
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Additional indexing

Item Type:Journal Article, refereed, original work
Communities & Collections:03 Faculty of Economics > Department of Business Administration
Dewey Decimal Classification:330 Economics
Scopus Subject Areas:Social Sciences & Humanities > Business and International Management
Social Sciences & Humanities > Applied Psychology
Social Sciences & Humanities > Sociology and Political Science
Social Sciences & Humanities > Organizational Behavior and Human Resource Management
Language:English
Date:2013
Deposited On:16 Aug 2019 14:15
Last Modified:31 Jul 2020 03:31
Publisher:Elsevier
ISSN:1048-9843
OA Status:Closed
Publisher DOI:https://doi.org/10.1016/j.leaqua.2013.02.001
Other Identification Number:merlin-id:17521

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