The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study

By John J. Sosik. 2005

269 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/4b791b4f963b257fab651600f7fe47c59aab2358

How researchers see this paper

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

In Demography

1. Stefanie K Johnson
2. Jun Liu
3. P. Fu
4. D. van Knippenberg
5. Lan Li
6. Anne S. Tsui
7. R. House
8. Heike Bruch

In Organizational Behavior and Human Resource Management

1. D. van Knippenberg
2. Heike Bruch
3. Francis J. Yammarino
4. Sim B. Sitkin
5. Anne S. Tsui
6. Frank Walter
7. Jun Liu
8. P. Fu

In Social Psychology

1. Heike Bruch
2. D. van Knippenberg
3. Sim B. Sitkin
4. Frank Walter
5. Francis J. Yammarino
6. Amy C. Edmondson
7. Jun Liu
8. P. Fu

Citations in the corpus

• Unrequited Profit: How Stakeholder and Economic Values Relate to Subordinates' Perceptions of Leadership and Firm Performance (2008, background): “A number of current leadership theories emphasize the interaction between leaders’ behaviors and followers’ perceptions to explain the leadership process (Lord and Maher, 1991; van Knippenberg et al., 2004; Sosik, 2005).”
• When values backfire: Leadership, attribution, and disenchantment in a values-driven organization (2006, background): “Similarly, Sosik (2005) found that leaders in five organizations received higher charisma ratings when they possessed certain types of values (traditional, collectivistic work, self-transcendent, and self-enhancement).”
• A preliminary field test of an employee work passion model (2011, background): “, organizational commitment, job satisfaction, and intent to leave) (Thoresen et al., 2003). Second, Zigarmi et al. (2009) suggested a semantic differential be used to separate the methodological approach of gathering employee affective inferences from cognitive conclusions.”
• Weighing the Costs of Disaster (2010, background): “Finally, consistent with other data associating selfenhancement with leadership abilities (Sosik, 2005), trait self-enhancers were more likely to have organized and comforted others during the 9/11 attack (Goorin & Bonanno, 2009).”
• I second that emotion: Effects of emotional contagion and affect at work on leader and follower outcomes ☆ (2008, background): “In a large field sample, Sosik (2005) found that leader values and charismatic behavior impacted follower extra effort and organizational citizenship behavior.”
• Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “As part of their scale development efforts, Walumbwa et al. (2008) found relationships between authentic leadership and OCBs, organizational commitment and follower satisfaction with supervisors, after controlling for transformational leadership (in one study) or ethical leadership (in another study”
• Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis (2009, background): “Charismatic leaders motivate followers to move beyond expectations and transcend their self-interests for the sake of a collective by implicating followers' selfconcepts with the leader's values and goals (Bass, 1985; Conger & Kanungo, 1998; Shamir, House, & Arthur, 1993; Sosik, 2005).”
• Pursuit of Whose Happiness? Executive Leaders' Transformational Behaviors and Personal Values (2010, methodology): “Sosik (2005), for example, used fewer than 5 items for each dimension.”
• An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda (2009, background): “Supporting such reasoning, Sosik (2005) demonstrated positive relationships between charismatic leadership and various aspects of leaders’ value systems (e.g., their traditional, collectivistic, self-transcendent, and self-enhancement values).”