Linking Leader Skills, Follower Attitudes, and Contextual Variables via an Integrated Model of Charismatic Leadership

By Kevin S. Groves. 2005

118 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/110652393044b166bf04b73caac1b0399d6e3be1

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Leading with emotional labor (2008, background): “In a study of leaders from 64 organizations, Groves (2005)”
Current Emotion Research in Organizational Behavior (2011, background): “Selfratings of emotional intelligence have been found to be correlated with charismatic leadership as rated by observers (Middleton, 2005) and by subordinates (Groves, 2005).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, methodology): “Studying a presumably related change-focused measure, Groves (2005) found that follower openness to change mediated the relationship of charismatic–transformational leadership and perceptions of leadership effectiveness, which does not necessarily reflect a change-related outcome. In other outcomesp”
Cognitive beliefs and positive emotions about change: Relationships with employee change readiness and change-supportive behaviors (2018, background): “…attitude to change (Jimmieson et al., 2008; Lau and Woodman, 1995); openness to change (Axtell et al., 2002; Devos et al., 2007; Fox et al., 1988; Groves, 2005; Kwahk and Kim, 2008; Madsen et al., 2005; Miller et al., 1994); and commitment to change (Fedor et al., 2006; Herold et al., 2008;…”
An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility (2011, background): “…behaviors (Podsakoff et al., 1993), net profit margin (Waldman et al., 2001), and leadership effectiveness during periods of organizational change (Groves, 2005), the literature remains surprisingly deficient in studies that examine the ethical values and moral underpinnings of transformational…”
Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “Two of the studies we reviewed above more directly demonstrate this indirect effect through tests of the role that leaders’ behaviors have in mediating the relationships between leaders’ attributes and change recipients’ responses to change (Groves, 2005; Rubin et al., 2009).”
Leadership and the organizational context: Like the weather? ☆ (2006, background): “Empirical articles Six empirical articles addressed the effects on or by leaders of the state or condition of the organization (Denis, Lamothe, & Langley, 2001; Green, Anderson, & Shivers, 1996; Groves, 2005; Hunt, Boal, & Dodge, 1999; Jeffrey, Mary, & Michael, 1993; Scully, Sims, Olian, Schnell, & ”
A multi-level view of leadership and emotions: Leading with emotional labor (2011, background): “Emotional labor may work in part by emotional contagion processes (Pugh, 2001), and may improve task effectiveness by increasing predictability and helping interpersonal interactions run more smoothly (Ashforth & Humphrey, 1993). Humphrey et al. (2008) classified the type of emotional labor performe”
Leader emotional intelligence and subordinate job satisfaction:a meta-analysis of main, mediator, and moderator effects (2016, unknown): “It is noteworthy that emotional displays play a critical role in shaping subordinates’ impressions of their leaders’ sincerity (Dasborough & Ashkanasy, 2002) and of their leaders’ charisma (Groves, 2005).”