Beneath the mask:: Examining the relationship of self-presentation attributes and impression management to charismatic leadership |
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Institution: | 1. School of Management, Zhejiang University of Technology, Hangzhou, 310014, P.R. China;2. ESIC Business & Marketing School, Madrid, 28223 , Spain;3. China Institute for Small and Medium Enterprises, Zhejiang University of Technology, Hangzhou, 310014, P.R. China;1. Swedish School of Social Science, University of Helsinki, Finland;2. Department of Management, Corporate Development and Business Ethics, University of Cologne, Germany;3. London School of Economics and Political Science, United Kingdom |
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Abstract: | We tested several hypotheses derived from Gardner and Avolio's Acad. Manage. Rev. 23 (1998) 32.] self-presentational theory of charismatic leadership. We collected multisource field data in an information technology (IT) consulting firm and examined linkages among managers' self-system attributes (i.e., desired charismatic identity, self-monitoring), pro-social and self-serving impression management of managers, charismatic leadership of managers, and two measures of performance. Eighty-three managers provided self-reports of self-system attributes. Six months later, 249 subordinates rated the focal managers' impression management and charismatic leadership styles. Superiors of the focal managers provided performance ratings 7 months after collecting the subordinate ratings. Results indicated that complexity of desired charismatic identity was positively related to self-monitoring. Self-monitoring was negatively related to ratings of pro-social impression management and positively related to ratings of self-serving impression management. Pro-social impression management related positively to charismatic leadership, which predicted managerial and unit performance. |
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