Leadership style and activating potential moderators of the relationships among leader emotional displays and outcomes

The present study argues that leader emotional displays are important to consider both within and outside of transformational/charismatic paradigms and must look beyond positive and negative affect. Accordingly, this experiment examined the effects of emotion valence as moderated by leadership style (transformational vs. transactional) and activating potential (high vs. low) on follower satisfaction, evaluations of the leader, and creative task performance. Findings showed differential effects of positive and negative emotions for different leader styles for evaluations of transformational leadership and leader effectiveness and for follower performance. Additionally, positive emotions with higher-activating potential resulted in more desirable outcomes than those lower in activating potential, but the reverse was true for negative emotions. Findings are discussed in light of research and practical implications.     

Charisma under crisis revisited: Presidential leadership,perceived leader effectiveness,and contextual influences

This study investigates the influence of crisis on leader use of charismatic rhetoric. We examine leader charismatic rhetoric across two major crises, longitudinally exploring potential long-term influences of charismatic rhetoric on perceptions of leader effectiveness. Using an inductive approach to theory generation, we draw upon findings from the data analysis of eight charismatic rhetoric constructs (collective focus, temporal orientation, followers' worth, similarity to followers, values and moral justifications, tangibility, action, and adversity) to advance propositions regarding potential time and ceiling effects of charismatic rhetorical leadership on followers. Additionally, we discuss the relationships between characteristics of the crisis and the use of charismatic rhetorical leadership. In doing so, we identify potential boundary conditions for the use of charismatic rhetoric (as an element of charismatic leadership) within the context of different crises.     

How feedback about leadership potential impacts ambition,organizational commitment,and performance

In the present research we report results from two experimental studies that examine how feedback about leadership potential impacts leadership ambition, organizational commitment, and performance. Study 1 used an experimental vignette methodology that controls for prior performance. Results show that individuals who receive feedback that they have low potential to be a future leader have lower ambition and organizational commitment relative to those who receive feedback that they have high potential to be a future leader. Study 2 provides evidence of the causal behavioral effects of feedback about leadership potential using a real task effort environment. Results show that participants informed to be unlikely future leaders display lower performance in a subsequent task than participants informed to be likely future leaders. The findings from the two studies demonstrate that information about leadership potential affects subsequent ambition to become leaders as well as performance. We discuss the implications of these findings for the importance of followership, talent management, and leadership succession.     

Reciprocal interactions between group perceptions of leader charisma and group mood through mood contagion

Departing from the static perspective of leader charisma that prevails in the literature, we propose a dynamic perspective of charismatic leadership in which group perceptions of leader charisma influence and are influenced by group mood. Based on a longitudinal experimental study conducted for 3 weeks involving 116 intact, self-managing student groups, we found that T1 group perceptions of leader charisma mediate the effect of leader trait expressivity on T2 positive and negative group moods. T2 positive and negative group moods influence T3 distal charisma perceptions by affecting T2 proximal perceptions of leader effectiveness. The current findings offer critical insights into (a) the reciprocal relationship between group perceptions of leader charisma and group mood, (b) the dynamic and transient nature of group perceptions of leader charisma, (c) the importance of understanding negative mood in charismatic leadership, and (d) the mechanism through which charismatic leadership perceptions can be formed and sustained over time.     

A meta-analytic review and future research agenda of charismatic leadership

Charismatic leadership is a critical construct that draws much attention from both academic and practitioner literatures. Despite the positive attention received by the charisma construct, some have criticized its conceptualization and measurement. These critiques have, in turn, cast doubt on what we know regarding the antecedents and outcomes of charismatic leadership. In this review, we adopt a recently developed definition of charismatic leadership and then conduct a meta-analysis of its antecedents and objective outcomes. Following an examination of 76 independent studies and 36,031 individuals, results indicate that the Big Five traits and cognitive ability vary in their association with charismatic leadership. Other findings show that dimensions of charismatic leadership predict outcomes of interest, such as supervisor-rated task performance, supervisor-rated citizenship behaviors, and group or organization performance. Several shortcomings are identified, however, in testing theoretical and methodological moderating variables. The present research ultimately provides a roadmap for new frontiers in theoretical, measurement and empirical work on charismatic leadership.     

The aura of charisma: A review on the embodiment perspective as signaling

Charismatic leaders have consistently been shown to affect followers' performance, motivation, and satisfaction. Yet, what precisely constitutes charisma still remains somewhat enigmatic. So far, research has mainly focused on leader traits, leader behaviors, or the leader follower-relationship, and the subsequent consequences of each on followers' self-concepts. All of these approaches share the notion that leader charisma depends on an explicit interaction between leader and follower. With the present review paper, we extend extant theorizing by arguing that charisma is additionally informed by embodied signals that flow directly from either the leader or the immediate environment. We introduce the embodiment perspective on human perception and describe its utility for theoretically understanding the charismatic effect. Correspondingly, we review studies that show which concrete embodied cues can support the charismatic effect. Finally, we discuss the variety of new theoretical and practical implications that arise from this research and how they can complement existing approaches to charismatic leadership.     

The influence of follower mood on leader mood and task performance: An affective,follower-centric perspective of leadership

Based on the notion that leadership involves affective exchange (Dasborough, Ashkanasy, Tee & Tse, 2009), we hypothesize that a leader's mood and task performance can be determined in part by follower mood displays. In two laboratory experiments, leaders supervised teams where the team members were confederates instructed to display positive or negative moods. Results were that followers' mood influenced leader mood and task performance. Moreover, leaders of positive mood followers were judged to have performed more effectively and expediently than leaders of followers who expressed negative mood states. We replicated these findings in Study 2 and found further that leaders high on neuroticism performed less effectively than their low neuroticism counterparts when interacting with negative-mood followers. Collectively, by demonstrating that follower moods influence leader affect and behaviors, our studies provide support for a core element of the Dasborough et al. (2009) reciprocal affect theory of leadership.     

Impact of situational framing and complexity on charismatic,ideological and pragmatic leaders: Investigation using a computer simulation

Revisiting the work of Weber [Weber, M. (1921). The theory of social and economic organizations. New York: Free Press], Mumford and colleagues (e.g., [Strange, J. M., & Mumford, M. D. (2002). The origins of vision: Charismatic versus ideological leadership. Leadership Quarterly, 13, 343?377; Mumford, M.D. (2006). Pathways to outstanding leadership: A comparative analysis of charismatic, ideological and pragmatic leaders. Mahwah, NJ: Erlbaum.]) explored the thesis that in addition to charismatic leadership, there exist at least two additional pathways to outstanding leadership: ideological and pragmatic. Despite the compelling results of initial studies, however, questions remain as to when and under what situational conditions these three leaders operate most effectively. As such, an experiment was conducted to investigate two noteworthy contextual influences: 1) situational congruence with a leader's mental model and 2) environmental complexity. The experiment made use of a computerized leadership simulation where participants took on the role of a university chancellor. Results indicate that leader type, complexity, and situational framing were critical factors in determining leader performance on multiple game performance criteria as well as creative process criteria. Implications and avenues for future research are discussed.     

A chronotype circadian model of charismatic leadership expressions and perceptions

We investigate the impact of the circadian process (24-h biological cycles that influence sleep/wake periods) and chronotypes (individual differences in the timing of those cycles) in charismatic leadership. We theorize that the expressions of charismatic signals by leaders, and the perceptions of those signals by followers are influenced by the circadian process. Moreover, considering that individuals vary in their sleep awake preferences (larks vs. owls), we argue that chronotype interacts with time of day to influence expressions and perceptions of charismatic leadership. In Study 1, we found that synchrony between leader chronotype and time of day affects expressions of charismatic leadership. In Study 2, we turned our attention to the followers' circadian process and found that synchrony between a follower's chronotype and time of day affects follower's perceptions of charismatic leadership. Our new model highlights how charismatic leadership can be driven by circadian process.     

The effect of charismatic leaders on followers’ memory,error detection,persuasion and prosocial behavior: A cognitive science approach

Adopting a cognitive and follower-centric approach to charismatic leadership, we hypothesized that followers show lower levels of cognitive effort, reflected in superficial processing of factually correct information when listening to and viewing a charismatic leader. We conducted two experiments, using a 2 (charismatic versus neutral) × 2 (female versus male leader) between-subjects design and videos of trained actors delivering a speech. We examined the effects of leader charisma on (1a) followers’ ability to detect factually false information, (1b) accuracy to remember information from the leader (study 1, N = 100), (2a) the persuasiveness of factual messages, (2b) followers’ prosocial behavior and (2c) the mediating effect of the leader’s persuasiveness on followers’ prosocial behavior (study 2, N = 140). We did not find support for the effect of leader charisma on detecting false information, the persuasiveness of messages, or increased prosocial behavior among followers. We found an effect of leader charisma on memory. Participants recognized fewer messages in the charismatic compared to the neutral leader conditions. Exploratory analyses provided mixed results for an interaction effect of leader charisma and sex on detecting and remembering false information. Our studies offer first insights into the cognitive outcomes of the charismatic signaling process.     

How leader displays of happiness and sadness influence follower performance: Emotional contagion and creative versus analytical performance

Previous studies have found mixed results regarding the influence of positive and negative leader affect on follower performance. We propose that both leader happiness and leader sadness can be beneficial for follower performance contingent on whether the task concerns creative or analytical performance. This proposition was put to the test in two experiments in which leader affective display was manipulated and the performance of (student) participants was assessed. The results supported our hypothesis that a leader's displays of happiness enhance follower creative performance, whereas a leader's displays of sadness enhance follower analytical performance. Contrasting these findings with evidence for a subjective rating of leadership effectiveness, in line with an implicit leadership theory interpretation, leaders were perceived as more effective when displaying happiness rather than sadness irrespective of task type. The second study showed that the effects of leader affective displays on followers' creative performance and perceived leadership effectiveness are mediated by follower positive affect, indicating that emotional contagion partly underlies these effects.     

Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity

Considerable theoretical and empirical work has identified a relationship between transformational leadership and team performance and creativity. The mechanisms underlying this link, however, are not well understood. To identify the intervening processes inherent in this relationship, we experimentally manipulated the leadership style assigned to 44 teams taking part in a resource-maximization task. Teams were exposed either to a leader using inspirational motivation, intellectual stimulation, or a control condition. Our findings reveal important differences between leadership styles in communication and team outcomes (objective task performance and creativity). These results suggest that different dimensions of transformational leadership should be emphasized depending on the outcome sought. In addition, our results provide evidence for a sequential mediation model where leadership influences team outcomes through overall team communication and trust in teammates. This study suggests mechanisms by which transformational leaders may impact team outcomes, which has implications for team building and leadership training.     

Self-concept based aspects of the charismatic leader: More than meets the eye

This research examines the relationships among leader self-concept based dispositional attributes (i.e., self-consciousness, self-monitoring, and purpose-in-life) with ratings of charismatic leadership. Questionnaires were used to collect data from different sources: 64 managers rated themselves on self-concept based dispositional attributes, while 194 subordinates assessed their manager's leadership style. Results indicated that leader private self-consciousness, self-monitoring, and purpose-in-life were positively related to charismatic leadership. Leader purpose-in-life was negatively related to both private and public self-consciousness. Private self-consciousness was positively related to self-monitoring. Results are discussed in terms of their theoretical and practical implications.     

Creating clover

This study empirically examines how different types of leadership behaviour affect perceived job performance of leaders in different cultures, specifically comparing the U.S. and four Confucian Asian countries. Using a large archival database of a multisource feedback instrument assessing leadership behaviours and overall perceived job performance of managers in these countries, this study analyses the influence of leadership behaviours on perceived job performance. The results suggest that charismatic and directive leadership behaviours are positively related to perceived job performance of leaders in all countries studied, whereas the influence of supportive leadership behaviour is not as strong as charismatic and directive leadership behaviours. Surprisingly, participative leadership behaviour is not associated with perceived job performance of leaders in the countries studied except for Japan. Research implications and limitations are discussed.     

Development of outstanding leadership: A life narrative approach

Developmental events of a sample of outstanding leaders experienced in early life were examined. Relevant sections of 120 biographies of outstanding leaders in the 20th Century were content coded using a life narrative framework. The results indicated that individuals evidencing a particular leadership type (charismatic, ideological, or pragmatic) and orientation (socialized or personalized) were linked to certain types of developmental events. Similarly, event content was found to vary between the leader styles. Specific kinds of experiences were also related to various indices of leader performance. Practical and theoretical implications of these findings are discussed.     

Group leadership and shared task representations in decision making groups

The development of adequate shared understanding of the task is of critical importance to group functioning. Group leaders play an important role in this respect, as a key function of leadership is to shape group members' understanding of their job. In the present study we focus on decision making groups with distributed information and examine how group leaders shape members' mental representations of the group decision task through leadership behavior rooted in their own representations of the task. We propose that the extent to which the group leader has task representations that emphasize information exchange and integration affects group members' task representations, group information elaboration, and decision quality. We tested these hypotheses in an experiment (N = 94 three-person groups) in which we manipulated whether a group leader was present and whether this leader held representations emphasizing information elaboration. Results supported the hypotheses, and suggest that team leaders may play an important role in creating a socially shared understanding of team tasks.     

Failure feedback as an affective event: Influences of leader affect on subordinate attitudes and performance

This experiment examines the impact of leader affect on subordinates in a failure feedback situation in the context of promotion and prevention task goals and whether or not the feedback was personalized or task focused. Results were consistent with expectations that negative leader affect displayed during feedback would produce lower perceptions of leader effectiveness and lower quality performance on a group task than positive leader affect. Also in line with expectations was the finding that leader affect interacted with goal type such that groups with a prevention goal perceived the negative affect leader more favorably than groups with a promotion goal. Goals also interacted with feedback focus. Prevention-goal groups identified more with the leader when feedback was personalized and promotion-goal groups identified more with the leader when the feedback was task focused, regardless of leader affect.     

The enduring allure of charisma: How Barack Obama won the historic 2008 presidential election

We apply charismatic leadership theory to the historic 2008 United States presidential election, in hopes of inspiring dialogue around how leadership theory can inform the critical process of evaluating and electing public leaders. While numerous leadership theories are relevant to understanding the 2008 election, charismatic leadership theory highlights aspects of the leader, followers, and the unfolding economic crisis that are particularly relevant in helping us to understand how a relatively inexperienced political outsider ascended to the US Presidency. Given the potential perils and challenges newly elected President Barack Obama faces in the months and years ahead, we also suggest four core strategies rooted in charismatic leadership theory that may help him capitalize on his early charismatic appeal, as well as avoid the pitfalls of charisma that have plagued some of his predecessors.     

Making sense of pragmatic and charismatic leadership stories: Effects on vision formation

For some time, it has been argued that stories articulated by leaders are an important vehicle for exercising influence, but stories of leadership might also serve as a means for developing leadership potential. One critical activity involved in leadership is vision formation, which involves constructing and communicating a future state that guides followers in “making sense” of complex organizational events. Like leader visions, analyzing stories also, by nature, evokes sensemaking processes. As a result, analyzing stories of leadership may provide a natural means for practicing the art of sensemaking. In the present investigation, undergraduates were asked to read six short stories about incidents of either pragmatic or charismatic leadership in business settings. After reading each story, questions were asked to encourage sensemaking of story events, causes, and emotions. Participants were subsequently asked to formulate visions for leading a secondary school –– a transfer task. It was found that stronger visions were produced when participants were asked to analyze both story events and the causes of these events. The implications of these findings for the use of leadership stories in leader development initiatives are discussed.