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

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Charisma and organizational change: A multilevel study of perceived charisma commitment to change and team performance
The Leadership Quarterly

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 multi level 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.

Citation: 
The Leadership Quarterly 24 (2013) 378 – 389

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