Charismatic Leadership and Cooperation in Social Dilemmas: A Matter of Transforming Motives?1

By David de Cremer. 2002

101 citations recorded by the source corpus.

Subfields: Safety Research, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2ea45143997fd3d4fcc9b15adaeda6fdb0e2af7d

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Citations in the corpus

Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation (2012, background): “For instance, De Cremer (2002) found that transformational leaders who were perceived as more charismatic and more willing to sacrifice for the collective good were leaders who helped improve group member cooperation only for followers with a pro-self-orientation rather than for those with a…”
When values backfire: Leadership, attribution, and disenchantment in a values-driven organization (2006, background): “An experimental study by De Cremer (2002) suggested that this perception undermines leaders’ ability to influence followers.”
Identity, deep structure and the development of leadership skill (2005, background): “For example, De Cremer (2002) found that leadership which fosters individual level identities in others may elicit proself motivation and self-benefiting behavior, whereas fostering more collective identities elicit prosocial motivation and behavior that benefits others.”
Presidential Charismatic Leadership: Exploring the Rhetoric of Social Change (2008, background): “Additionally, these leaders seem to have an almost “magical ability” (Weber, 1946) to evoke in their followers an intrinsic motivation to make personal sacrifices in implementing the leader's vision (House et al., 1991; see also De Cremer, 2002; ⁎ Corresponding author.”
Cooperation as a function of leader self-sacrifice, trust, and identification (2005, methodology): “Moreover, Study 1 also provides much needed LODJ 26,5 360 experimental evidence for the reasoning that leaders are able to promote cooperation in public good dilemmas by exhibiting self-sacrifice (De Cremer, 2002).”
Affective and motivational consequences of leader self-sacrifice: The moderating effect of autocratic leadership (2006, background): “Although the main focus of the present study was on this interaction effect, I also included hypotheses about the main effects of self-sacrifice and autocratic leadership, because there is still limited experimental evidence for the effects of self-sacrifice ( De Cremer, 2002; De Cremer & van Knipp”
A SOCIAL IDENTITY MODEL OF LEADERSHIP EFFECTIVENESS IN ORGANIZATIONS (2003, background): “…whether or not to give individuals voice in a decision –Platow, Reid & Andrew, 1998); and sacrifices personal interests on behalf of the group (Choi & Mai-Dalton, 1999; De Cremer, 2002; De Cremer & van Knippenberg, 2002; B. van Knippenberg & van Knippenberg, 2003; Yorges, Weiss & Strickland, 1999).”
Leadership Processes and Follower Self-identity (2003, background): “Although the current study cannot be taken as a direct test of our framework, De Cremer and van Knippenberg’s outcomes are fully consistent with our expectations, as are Yorges et al.’s (1999) results.”
When and why leaders put themselves first: leader behaviour in resource allocations as a function of feeling entitled (2005, background): “Recent research on the importance of charismatic leadership argues that leaders are perceived as more efficient and charismatic when displaying self-sacrificing actions because these behaviours may model fair behaviour for others (De Cremer, 2002; De Cremer & van Knippenberg, 2002).”
Elevation at work: The effects of leaders’ moral excellence (2010, unknown): “This result extends to actual leader–follower relationships not only results of study 1, but also De Cremer’s (2006) finding that positive emotions play a mediating role between leader self-sacrifice and positive outcomes in followers.”
Leader self-sacrifice and leadership effectiveness: The moderating role of leader self-confidence (2004, methodology): “…of leader self-sacrifice has recently attracted increasing attention from leadership researchers (e.g., Choi & Mai-Dalton, 1998, 1999; De Cremer, 2002; Yorges, Weiss, & Strickland, 1999), but to date relatively little is known about the potential moderators and mediators of the effects…”
Leader self-sacrifice and leadership effectiveness: the moderating role of leader prototypicality. (2005, background): “…(Choi & Mai-Dalton, 1999), stronger feelings of group belongingness (de Cremer & van Knippenberg, 2002), stronger intentions to contribute more money to a charity fund (Yorges et al., 1999), and more cooperative behavior in a public-good dilemma (de Cremer, 2002; de Cremer & van Knippenberg, 2002).”
License to fail? How leader group prototypicality moderates the effects of leader performance on perceptions of leadership effectiveness (2008, unknown): “In contrast, a non-prototypical leader has to show more group-oriented behavior to receive follower endorsement (cf. Choi & Mai-Dalton, 1998; De Cremer, 2002; Haslam & Platow, 2001; Haslam et al., 2001; Platow, Hoar, Reid, Harley, & Morrison, 1997; Platow, Reid, & Andrew, 1998).”