The DOI matches its Crossref record; 79 of the 79 references it cites were found in a registry or an index.
Personality and charismatic leadership
Open accessAbstract
In this paper we review prior theory and empirical evidence relevant to the personality characteristics that differentiate charismatic leaders from noncharismatic leaders. We conclude from this review that charismatic leaders in present day complex organizations fit the stereotypical image of supportive, sensitive, nurturing, and considerate leaders such as Mahatma Gandhi or Nelson Mandela, rather than the traditional stereotype of aggressive, demanding, dominant and critical leaders such as Jim Jones or Field Marshall George Montgomery. We then present a review of research relevant to four traits that theoretically differentiate personalized (self-aggrandizing, non-egalitarian, and exploitive) charismatic leaders from socialized (collectively oriented, egalitarian, and nonexploitive) charismatic leaders. We conclude that the personality traits of the need for power, power inhibition, Machiavellianism, authoritarianism, narcissism, self esteem and locus of control are traits that are likely to differentiate personalized from socialized charismatic leaders.
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Cites
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The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory
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Self-citationToward a cognitive social learning reconceptualization of personality
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A Path Goal Theory of Leader Effectiveness
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Cited by
Personality and leadership: A qualitative and quantitative review
Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002) · Journal of Applied Psychology · doi:10.1037/0021-9010.87.4.765 · Cited by 3,190
Toward a theory of spiritual leadership
Fry, L. W. (2003) · The Leadership Quarterly · doi:10.1016/j.leaqua.2003.09.001 · Cited by 2,522
Leadership Behavior and Employee Voice: Is the Door Really Open?
Detert, J. R., & Burris, E. R. (2007) · Academy of Management Journal · doi:10.5465/amj.2007.26279183 · Cited by 2,250
An evaluation of conceptual weaknesses in transformational and charismatic leadership theories
Yukl, G. (1999) · The Leadership Quarterly · doi:10.1016/s1048-9843(99)00013-2 · Cited by 2,058
A meta-analysis of the dark triad and work behavior: a social exchange perspective
O'Boyle, E. H., Forsyth, D. R., Banks, G. C., & McDaniel, M. A. (2012) · Journal of Applied Psychology · doi:10.1037/a0025679 · Cited by 1,331
Metadata
- Authors
- House, R. J., & Howell, J. M.
- Venue
- The Leadership Quarterly
- Publisher
- Elsevier BV
- Published
- 1992
- Volume
- 3
- Issue
- 2
- Pages
- 81-108
- ISSN
- 1048-9843 (ISSN-L)
- OpenAlex
- W2038081136
- Cited by
- 771
- References
- 79
- FWCI
- 6.48
- Type
- journal article
- Language
- en
- Open access
- hybrid
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Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.