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 leaders and 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 in change-promoting behaviors. These behaviors facilitate team performance through individual followers' perceived charisma and commitment to change.
Original language | English (US) |
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Pages (from-to) | 378-389 |
Number of pages | 12 |
Journal | Leadership Quarterly |
Volume | 24 |
Issue number | 2 |
DOIs | |
State | Published - Apr 1 2013 |
Keywords
- Bottom-up relationship
- Commitment to change
- Multilevel mediation
- Perceived charisma
- Team performance
ASJC Scopus subject areas
- Business and International Management
- Applied Psychology
- Sociology and Political Science
- Organizational Behavior and Human Resource Management