The Role of Followers in the Charismatic Leadership Process: Relationships and Their Consequences

By Jane M. Howell, Boas Shamir. 2005

934 citations recorded by the source corpus.

Subfields: Demography, Health, Social Psychology

View Paper: https://www.semanticscholar.org/paper/45f985548b6e57c3213cf7065da2817818a2be85

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Citations in the corpus

A New Look at Humility: Exploring the Humility Concept and Its Role in Socialized Charismatic Leadership (2010, positive): “…profound and enduring impacts on follower behaviors, beliefs, and attitudes, we assert that greater theoretical precision is needed to differentiate SCLs and specifically the key mechanisms through which SCL behaviors translate into viable outcomes (House & Howell, 1992; Howell & Shamir, 2005 1 ).”
Promoting more integrative strategies for leadership theory-building. (2007, background): “What this research suggests is that a follower’s decision to follow a leader may be a more active process, based on the extent to which the leader is perceived as representing the follower’s values and identity (Howell & Shamir, 2005).”
A Fresh Look at Followership: A Model for Matching Followership and Leadership Styles (2006, background): “The research on charismatic leadership suggests that followers’ self-concepts may also be relevant in determining their motivations to follow certain leaders (Howell and Shamir, 2005).”
A multilevel study of transformational leadership, identification, and follower outcomes ☆ (2012, background): “Howell and Shamir (2005) posit that since leader identification involves idealizing and romanticizing the leader, followers may end up blindly adoring and heavily depending on their leader, “over-empowering” him or her and creating harmful consequences.”
Leadership and Neuroscience: Can We Revolutionize the Way That Inspirational Leaders Are Identified and Developed? (2011, background): “Such vision may be inspiring only to followers with low self-concepts (Howell & Shamir, 2005).”
An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda (2009, methodology): “Others have suggested follower characteristics (e.g., self-concept clarity and identity orientation) to shape the socialized or personalized relations followers form with their charismatic leaders (Howell & Shamir, 2005; Weierter, 1997).”
Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process (2019, positive): “These findings supporting the importance of the characteristics of observers’ in the role modeling process are fully aligned with the tenets of social learning theory (Bandura 1977), as well as the increased focus in the field of leadership research on understanding the important role of the followe”
Trait conscientiousness, leader-member exchange, job satisfaction and organizational citizenship behaviour: A test of an integrative model (2007, positive): “Also, when primary studies reported correlations between trait conscientiousness and separate facets of OCB, we computed linear composites across the facets following the procedure outlined by Hunter and Schmidt (1990) because of our interest in overall OCB.”
The human side of leadership: Inspirational leadership effects on follower characteristics and happiness at work (HAW) (2020, background): “, 2016) and motivates followers to engage in self-sacrifice for the sake of collective goals (Howell and Shamir, 2005).”
When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior (2011, background): “Specifically, leadership research has often not considered followers despite prior research suggesting that follower characteristics represent a key contextual variable in influencing leader behavior (Howell and Shamir, 2005; Liden and Antonakis, 2009).”
The Positive Relationship between Servant Leadership and Employees' Psychological Health: A Multi-Method Approach (2014, background): “Indeed, research has demonstrated that some leadership styles can promote unethical behaviors (e.g., Bass & Steidlmeier, 1999; Howell & Shamir, 2005; Kanungo & Mendonca, 1996; Peus, Kerschreiter, Frey, & Traut-Mattausch, 2010; Yukl, 2013).”