Predicting followers' preferences for charismatic leadership: the influence of follower values and personality

By Mark G. Ehrhart, Katherine J Klein. 2001

417 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/368702cc17ea9e653507004ed9221a4f1c7d80c7

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Perspectives of Senior-Level Executives on Effective Followership and Leadership (2009, background): “…of effective leaders and effective followers and reinforces emerging themes identified in the literature on leadership-followership regarding the importance and significance of effective followership (Dvir & Shamir, 2003; Ehrhart & Klein, 2001; Kelley, 1988, 1992; Lee, 1991; Moore, 1976).”
The Impact of Goal Orientation on the Association between Leadership Style and Follower Performance, Creativity and Work Attitudes (2007, result): “…al. (2007) revealed that transformational leaders fostered commitment and loyalty to the organization; this relationship, however, dissipated as openness to experience in followers, as measured by the NEO-FFI (Costa and McRae, 1992), decreased (for compatible findings, see Ehrhart and Klein, 2001).”
The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success (2019, background): “…differences could suggest that the leaders treat their subordinates differently within the group (in line with leader–member exchange; Graen & Uhl-Bien, 1995), or that individual subordinates perceive or react to the leader’s behavior differently (e.g., Ehrhart & Klein, 2001; Felfe & Schyns, 2010).”
Embracing transformational leadership: team values and the impact of leader behavior on team performance. (2007, background): “Team Values as Moderators In general, little empirical work has examined how values affect leadership processes (Ehrhart & Klein, 2001).”
Growing Followers: Exploring the Effects of Leader Humility on Follower Self‐Expansion, Self‐Efficacy, and Performance (2018, background): “This is important because not only has research in positive leadership areas been overwhelmingly leader-centric (Ehrhart and Klein, 2001; Meindl, 1995), but the way in which followers view and define themselves is the psychological foundation that shapes their subsequent attitudes and behaviors…”
Death Goes to the Polls: A Meta-Analysis of Mortality Salience Effects on Political Attitudes* (2013, result): “Indeed, this account is further supported by Vail et al.’s (2009) finding that MS heightened support for McCain, a Republican whose conservative pronouncements were less likely confounded with perceived charisma (e.g., Cohen et al., 2004; Ehrhart & Klein, 2001).”
Followership, leadership and social influence (2013, background): “…role to followers, however it did argue that follower perceptions, preferences or attitudes (as influenced by their traits and emotional arousal) can (passively) shape or even restrain leadership processes (e.g., Ehrhart & Klein, 2001; Grant, Gino, & Hofmann, 2011; Kark, Shamir, & Chen, 2003).”
Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective (2017, positive): “Ehrhart and Klein ’ s (2001) between-person study of leadership preferences suggests that this effect may be observed in followers of transformational leaders.”
Followership theory: A review and research agenda ☆ (2014, background): “Similarly, Ehrhart and Klein (2001) found that followers strong in participation values and low in security values are more likely to be drawn to charismatic leaders.”
Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment § (2016, background): “Ehrhart and Klein (2001) find that followers’ achievement orientation and high self-esteem, which are the main features of conscientiousness, are positively related to the preference of a transformational leader.”
A new substitute for leadership? Followers' state core self-evaluations (2013, background): “Although several studies (e.g., De Vries, Roe, & Taillieu, 2002; Ehrhart & Klein, 2001) increasingly focused on the influence of follower characteristics (e.g., need configurations, values) on perceptions of and reactions to a transformational leader's behavior, research on interactions between…”
Moderating Role of Follower Characteristics With Transformational Leadership and Follower Work Engagement (2009, background): “…for expanding previous models of transformational leadership to more prominently explicate the role that follower characteristics play in contributing to the outcomes of leader and follower interactions (Conger, 2004; Conger & Kanungo, 1998; ehrhart & Klein, 2001; Pillai & Meindl, 1998).”