Personality, transformational leadership, trust, and the 2000 U.S. presidential vote

By Rajnandini Pillai, E. Williams, Kevin B. Lowe, D. Jung. 2003

101 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0a30e5144b43065aed0f6152a4bd1c37395e5cf9

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Leading from Within: The Effects of Emotion Recognition and Personality on Transformational Leadership Behavior (2005, background): “Given the extensive literature, we narrowed our investigation to two important individual differences domains, namely, emotional intelligence and personality traits, thereby contributing directly to recent calls to incorporate both emotion (Ashforth & Humphrey, 1995; George, 2000) and personality (P”
Charisma as signal: An evolutionary perspective on charismatic leadership (2017, background): “…the degree to which leaders interact with the needs and goals of followers and organizations (e.g. Avolio & Gardner, 2005) and (4) outcomes: linking leader charisma to measures of success such as increased team productivity or job satisfaction (e.g. Lowe & Gardner, 2001; Pillai et al., 2003).”
Winning words: Individual differences in linguistic style among U.S. presidential and vice presidential candidates (2007, background): “Whether or not they should matter, voters’ perceptions of candidates’ personalities do matter in predicting the outcomes of elections (Klein, 1996; Pillai et al., 2003; Zullow et al., 1988).”
A daily investigation of the role of manager empathy on employee well-being (2010, background): “Research has already indicated that empathic leaders are perceived to be more charismatic (Pillai et al., 2003).”
Innovative behaviour: how much transformational leadership do you need? (2018, unknown): “Furthermore, transformational leaders engender trust with their team members (Jung and Avolio, 2000; Pillai, Williams, Lowe and Jung, 2003) and commitment to a common purpose (Zohar and Tenne-Gazit, 2008).”
A Motivational Theory of Charismatic Leadership: Envisioning, Empathy, and Empowerment (2006, background): “Followers’ need for affiliation with a charismatic leader increases commitment to and identification with the group (Pillai et al., 2003; Shamir et al., 1998).”