Perceptions of leader charisma and effectiveness: The effects of vision content,delivery, and organizational performance |
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| Affiliation: | 1. School of Psychology, The University of Queensland, Brisbane, St Lucia, QLD 4072, Australia;2. Department of Psychology, Goethe-University Frankfurt, 60323 Frankfurt, Germany;1. Bar-Ilan University, Department of Psychology, Ramat Gan 5290002, Israel;2. Stanford University, Graduate School of Business, Knight Management Center, 655 Knight Way, Stanford, CA 94305-7298, USA;3. Hebrew University, Department of Sociology and Anthropology, Jerusalem 91905, Israel;4. Technion, Faculty of Industrial Engineering & Management, Haifa 32000, Israel;1. Department of Management, Entrepreneurship, & Technology, University of Nevada, Las Vegas, USA;2. Department of Management and Organizational Development, Northeastern University, USA;3. Division of Management and Entrepreneurship, University of Oklahoma, USA;4. Department of Management, Florida State University, USA;5. Department of Management, Information Systems and Entrepreneurship, Washington State University, USA;6. Department of Management, University of Central Florida, USA;1. School of Economics and Management (SEM), Tongji University, Yuntong Building, 1239 Siping Road, Shanghai, 200092, China;2. Freie Universität Berlin, AB Arbeits-und Organisationspsychologie, Habelschwerdter Allee 45, 14195, Berlin, Germany;3. University of Amsterdam, Amsterdam Business School, Plantage Muidergracht 12, 1018TV, Amsterdam, The Netherlands |
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| Abstract: | This study examined the effects of vision content, delivery and organizational performance on perceptions of leader charisma and effectiveness. Subjects included 304 undergraduates who were presented videotaped speeches by a bogus CEO of a software company. A 2 × 2 × 2 design was employed in which message content (visionary/non-visionary), delivery (strong/weak), and organizational performance (high/low) were manipulated. A modified, 7-item version of Meindl and Ehrlich's (1988) Romance of Leadership Scale (RLS-D) served as a covariate. A MANCOVA analysis indicated significant effects of delivery, content, and organizational performance on both perceived leader charisma and effectiveness. The RLS-D was unrelated to either dependent variable as a covariate. The results suggest that strength of delivery is an especially important determinant of perceptions' of leader charisma and effectiveness. Although speech content and organizational performance cues likewise accounted for variance in these perceptions, their effects were at times offset by those of delivery. |
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