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The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory
Abstract
The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers' self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about (a) the behavior of charismatic leaders and their effects on followers, (b) the role of followers' values and orientations in the charismatic relationship, and (c) some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.
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Citations
Cites
Bem, D. J. (1972) · Advances in Experimental Social Psychology · doi:10.1016/s0065-2601(08)60024-6 · Cited by 5,241
Toward a cognitive social learning reconceptualization of personality
Mischel, W. (1973) · Psychological Review · doi:10.1037/h0035002 · Cited by 3,181
Cited by
Authentic leadership development: Getting to the root of positive forms of leadership
Avolio, B. J., & Gardner, W. L. (2005) · The Leadership Quarterly · doi:10.1016/j.leaqua.2005.03.001 · Cited by 5,478
Organizational Images and Member Identification
Dutton, J. E., Dukerich, J. M., & Harquail, C. V. (1994) · Administrative Science Quarterly · doi:10.2307/2393235 · Cited by 4,915
Two decades of research and development in transformational leadership
Bass, B. M. (1999) · European Journal of Work and Organizational Psychology · doi:10.1080/135943299398410 · Cited by 3,254
Predicting unit performance by assessing transformational and transactional leadership.
Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003) · Journal of Applied Psychology · doi:10.1037/0021-9010.88.2.207 · Cited by 3,026
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
Metadata
- Authors
- Shamir, B., House, R. J., & Arthur, M. B.
- Venue
- Organization Science
- Published
- 1993-11
- Volume
- 4
- Issue
- 4
- Pages
- 577-594
- ISSN
- 1047-7039 (ISSN-L)
- 1526-5455
- OpenAlex
- W2139686072
- Cited by
- 3,634
- References
- 2
- FWCI
- 15.81
- Type
- journal article
- Language
- en
- Open access
- closed
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