Leader motives, charismatic leadership and subordinates' work attitude in the profit and voluntary sector

By Annebel H. B. De Hoogha, Deanne N. Den Hartogb, Paul L. Koopmana, Henk Thierryc, Peter T. Van den Bergc, Joost G. Van der Weided, Celeste P. M. Wilderomd. 2005

147 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0f88cca3c5c144620d373f67eea612bb58d4a456

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

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Citations in the corpus

A Motivational Theory of Charismatic Leadership: Envisioning, Empathy, and Empowerment (2006, background): “…approach in the sense that they have focused primarily on the charismatic leader’s personality traits (Behling & McFillen, 1996; Dubinsky, Yammarino, & Jolson, 1995; Nadler & Tushman, 1990) or profiles of leader motives (De Hoogh et al., 2005; House, 1977; House, Spangler, & Woycke, 1991).”
Leading with emotional labor (2008, background): “De Hoogh and her coauthors (De Hoogh et al., 2005) demonstrated that JMP 23,2 158 charisma can increase effectiveness, for example, by improving subordinates’ work attitudes.”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, background): “De Hoogh et al. (2005) also found that charismatic leaders can be more effective in the workplace; in their study, charismatic leaders were able to be more effective by improving their subordinates’ work attitudes.”
Exploring linkages among transformational leadership, workplace spirituality and well-being in health care workers (2011, background): “In research studies, transformational leadership has been associated with important organizational outcomes such as positive work attitudes (De Hoogh et al. 2005), organizational commitment (Koh et al. 1995; Dvir et al. 2004; Piccolo and Colquitt 2006), empowerment (Kark et al. 2003) and…”
Leaders’ Moral Competence and Employee Outcomes: The Effects of Psychological Empowerment and Person–Supervisor Fit (2013, result): “Self-determination produces high interest and motivation to succeed in job activities because employees tend to value being granted the power to decide when and how to complete work tasks (Deci et al. 1989). Paralleling these results, in a meta-analytic study, Spector (1986) found that participation”
Linking the Big Five-Factors of personality to charismatic and transactional leadership; perceived dynamic work environment as a moderator (2005, unknown): “…identify personality traits of charismatic and transactional leaders (e.g., Bono & Judge, 2004; Church & Waclawski, 1998; Crant & Bateman, 2000; De Hoogh et al., 2005; Hetland & Sandal, 2003; House & Howell, 1992; Howell & Avolio, 1993; Howell & Higgins, 1990; Judge & Bono, 2000; Kuhnert & Lewis,…”