Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance

Christoph Nohe, Björn Michaelis, Jochen I. Menges, Zhen Zhang, Karlheinz Sonntag

Research output: Contribution to journalArticle

31 Scopus citations

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 languageEnglish (US)
Pages (from-to)378-389
Number of pages12
JournalLeadership Quarterly
Volume24
Issue number2
DOIs
StatePublished - 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

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