The romance of leadership: Rekindling the fire through replication of Meindl and Ehrlich |
| |
| Affiliation: | 1. Oakland University, School of Business Administration, 410 Elliott Hall, 275 Varner Drive, Rochester, MI 48309, USA;2. Neoma Business School, Campus Reims, Center for Leadership and Effective Organizations, 59 Rue Pierre Taittinger, 51100 Reims, France;3. Lucas College and Graduate School of Business, School of Management, San Jose State University, One Washington Square, San Jose, CA 95192, USA;4. Purdue University Northwest, College of Business, 2200 169th Street, Hammond, IN 46323, USA;5. Purdue University Northwest, College of Business, 2200 169th Street, Hammond, IN 46323, USA;1. University of Vechta, Germany;2. Ghent University, Belgium;1. University of Exeter Business School, Rennes Drive, Exeter EX4 4PU, United Kingdom;2. Durham University Business School, Mill Hill Lane, Durham DH1 3LB, United Kingdom;1. Faculty of Economics and Business, KU Leuven, Hendrik Conscienceplein 8, 2000 Antwerpen, Belgium;2. EM Lyon, France;3. University of Lausanne, Switzerland;1. Aalto University School of Business, Finland;2. CEPR, United Kingdom;3. IFN, Sweden;4. BI Norwegian Business School, Norway;5. Hanken School of Economics, Finland |
| |
| Abstract: | Given changes in business and society, the romance of leadership theory, which describes a glorification of the perceived influence of leaders on organizational outcomes, is arguably more relevant than at its conception over thirty years ago. This paper presents four studies aimed to replicate Meindl and Ehrlich (1987) early experiment on the romance of leadership, specifically considering the effect of leadership attributions on company evaluations. Studies 1 and 2 are close replications, whereas Studies 3 and 4 provide a conceptual replication drawing from a broader sample in age and work experience and include additional experimental conditions. These conditions vary the gender of the leader and including both success and failure situations, as well as including additional outcomes variables of participants’ behavioral intentions to support, invest, seek employment, or purchase from the company. Taken together, these studies do not support Meindl and Ehrlich’s findings that organizations are viewed more favorably when such outcomes are attributed to leadership. We discuss implications for the romance of leadership theory. |
| |
| Keywords: | Romance of leadership Gender Attribution We would like to thank Grand Reims for their partial funding of the data collection. |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
