Does Ceo Charisma Matter? An Empirical Analysis Of The Relationships Among Organizational Performance, Environmental Uncertainty, And Top Management Team Perceptions Of Ceo Charisma
Abstract
This article reports the results of a study examining the relationships among strategic charismatic leadership, organizational performance, and environmental uncertainty with primary data from a sample of 128 CEOs of major U.S. corporations. Drawing on 770 surveys from top management team members in these companies, objective stock market and accounting data, and an objective measure of environmental uncertainty, we found that organizational performance was associated with subsequent perceptions of CEO charisma but that perceptions of CEO charisma were not associated with subsequent organizational performance, even after we incorporated the potential moderating effect of environmental uncertainty.
Integrity signals
Registry
Cites
Statistics
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
The context of change is an important one within which to examine the impact and effectiveness of leadership behaviors.
“It has been argued that the context of change is an important one within which to examine the impact and effectiveness of leadership behaviors”
From What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011) · cites this paper as Agle et al., 2006
Cites
Regression Diagnostics: Identifying Influential Data and Sources of Collinearity
Belsley, D. A., Kuh, E., & Welsch, R. E. (1980) · Wiley Series in Probability and Statistics · doi:10.1002/0471725153 · Cited by 7,297 · see citing works
IMPACT OF TRANSFORMATIONAL LEADERSHIP ON FOLLOWER DEVELOPMENT AND PERFORMANCE: A FIELD EXPERIMENT.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002) · Academy of Management Journal · doi:10.2307/3069307 · Cited by 1,906 · see citing works
Flagged first, then by citations
Cited by
Sorted by citations
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011) · Group & Organization Management · doi:10.1177/1059601111401017 · Cited by 1,315 · see citing works
The toxic triangle: destructive leaders, susceptible followers, and conducive environments.
Padilla, A., Hogan, R., & Kaiser, R. B. (2007) · The Leadership Quarterly · doi:10.1016/j.leaqua.2007.03.001 · Cited by 1,188 · see citing works
A meta-analysis of shared leadership and team effectiveness
Wang, D., Waldman, D. A., & Zhang, Z. (2014) · Journal of Applied Psychology · doi:10.1037/a0034531 · Cited by 731 · see citing works
van Dierendonck, D., Stam, D., Boersma, P., de Windt, N., & Alkema, J. (2014) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.11.014 · Cited by 525 · see citing works
Reversing the extraverted leadership advantage: The role of employee proactivity
Grant, A. M., Gino, F., & Hofmann, D. A. (2011) · Academy of Management Journal · doi:10.5465/amj.2011.61968043 · Cited by 530 · see citing works
CEO servant leadership: Exploring executive characteristics and firm performance
Peterson, S. J., Galvin, B. M., & Lange, D. (2012) · Personnel Psychology · doi:10.1111/j.1744-6570.2012.01253.x · Cited by 428 · see citing works
Michaelis, B., Stegmaier, R., & Sonntag, K. (2009) · Journal of Change Management · doi:10.1080/14697010903360608 · Cited by 216 · see citing works
Chen, J.-X., Sharma, P., Zhan, W., & Liu, L. (2019) · Journal of Business Research · doi:10.1016/j.jbusres.2018.10.061 · Cited by 170 · see citing works
Higgs, M., & Rowland, D. (2011) · The Journal of Applied Behavioral Science · doi:10.1177/0021886311404556 · Cited by 135 · see citing works
Jachimowicz, J. M., To, C., Agasi, S., Côté, S., & Galinsky, A. D. (2019) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2019.06.002 · Cited by 58 · see citing works
Christensen-Salem, A., Kinicki, A., Perrmann-Graham, J., & Walumbwa, F. O. (2023) · Human Relations · doi:10.1177/00187267221119767 · Cited by 16 · see citing works
- Authors
- Agle, B. R., Nagarajan, N. J., Sonnenfeld, J. A., & Srinivasan, D.
- Affiliations
- University of Pittsburgh (US)
- Yale University (US)
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 2006-02
- Volume
- 49
- Issue
- 1
- Pages
- 161-174
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2104558050
- Cited by
- 374
- References
- 2
- Citations by year
- 2026: 11 · 2025: 11 · 2024: 14 · 2023: 13 · 2022: 28 · 2021: 24 · 2020: 19 · 2019: 19 · 2018: 21 · 2017: 13 · 2016: 17 · 2015: 25 · 2014: 26 · 2013: 22 · 2012: 20
- FWCI
- 51.92
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Academy of Management Journal (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- charismatic leadership, organizational performance, environmental uncertainty, CEO perceptions, stock market performance, accounting performance, moderating effect
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
