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) |
|---|---|
| Pages (from-to) | 378-389 |
| Number of pages | 12 |
| Journal | Leadership Quarterly |
| Volume | 24 |
| Issue number | 2 |
| DOIs | |
| State | Published - Apr 2013 |
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Keywords
- Bottom-up relationship
- Commitment to change
- Multilevel mediation
- Perceived charisma
- Team performance
ASJC Scopus subject areas
- Business and International Management
- Organizational Behavior and Human Resource Management
- Applied Psychology
- Sociology and Political Science
Cite this
Charisma and organizational change : A multilevel study of perceived charisma, commitment to change, and team performance. / Nohe, Christoph; Michaelis, Björn; Menges, Jochen I.; Zhang, Zhen; Sonntag, Karlheinz.
In: Leadership Quarterly, Vol. 24, No. 2, 04.2013, p. 378-389.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Charisma and organizational change
T2 - A multilevel study of perceived charisma, commitment to change, and team performance
AU - Nohe, Christoph
AU - Michaelis, Björn
AU - Menges, Jochen I.
AU - Zhang, Zhen
AU - Sonntag, Karlheinz
PY - 2013/4
Y1 - 2013/4
N2 - 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.
AB - 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.
KW - Bottom-up relationship
KW - Commitment to change
KW - Multilevel mediation
KW - Perceived charisma
KW - Team performance
UR - http://www.scopus.com/inward/record.url?scp=84875107271&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84875107271&partnerID=8YFLogxK
U2 - 10.1016/j.leaqua.2013.02.001
DO - 10.1016/j.leaqua.2013.02.001
M3 - Article
AN - SCOPUS:84875107271
VL - 24
SP - 378
EP - 389
JO - Leadership Quarterly
JF - Leadership Quarterly
SN - 1048-9843
IS - 2
ER -