Charismatic leadership at the strategic level: A new application of upper echelons theory

By David A. Waldman, Mansour Javidan, Paul Varella. 2004

374 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/2869bbbd7a3c1edae734d0a5deb5077050f12f85

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age (2012, background): “Transformational leadership has been linked to a wide range of individual-level and group-level outcomes, ranging from leader effectiveness (DeGroot et al. 2000; Judge and Piccolo 2004) to follower satisfaction and performance (Conger et al. 2000; Judge and Piccolo 2004; Rowold and Heinitz 2007) and”
A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance. (2012, background): “…costs, however only in small firms (Koene, Vogelaar, & Soeters, 2002); to stock price returns, but only when business conditions were uncertain (Tosi, Misangyi, Fanelli, Waldman, & Yammarino, 2004); and to profit margins and return on investment, but not sales growth (Waldman et al., 2004).”
Leadership Behavior and Employee Voice: Is the Door Really Open? (2007, background): “Transformational leaders are positively oriented toward, and more likely to initiate, change (Bass, 1985; Waldman, Javidan, & Varella, 2004 ).”
Method Variance and Marker Variables: A Review and Comprehensive CFA Marker Technique (2010, background): “In only one study were all five recommended steps of the Correlated Marker Technique followed (Waldman et al., 2004).”
Differentiating leader and leadership development (2010, background): “It is a complex phenomenon that encompasses the interactions between the leader and the social and organizational environment (e.g. House and Aditya, 1997; Shamir and Howell, 1999; Waldman and Yammarino, 1999; Boal and Hooijberg, 2001; Hunt and Dodge, 2001; Osborn et al., 2002; Vera and Crossan, 200”
Upper echelons theory in management accounting and control research (2014, background): “1 Conceptual model of upper echelons theory (based on Hambrick and Mason 1984, p. 198; Carpenter et al. 2004, p. 760; Waldman et al. 2004; Hambrick 2007)”
Proactive personality and proactive behaviour: Perspectives on person–situation interactions (2018, background): “Beyond the linkage through support, it is pertinent to consider that transformational leaders initiate change (e.g., Bass, 1985; Bass & Riggio, 2006; Detert & Burris, 2007; Waldman et al., 2004), a key aspect of proactive behaviour (e.”
Affective Commitment to Change and Innovation Implementation Behavior: The Role of Charismatic Leadership and Employees’ Trust in Top Management (2009, background): “Charismatic leadership usually emphasise leaders at or near the top of the organization (Waldman et al., 2004; Agle et al., 2006) or even at the societal level (see Fiol et al.”
Transformational leadership, team climate, and team performance within the NPD team: Evidence from China (2014, background): “Intellectual stimulation, compared with charisma, helps solve problems (Waldman et al., 2004).”