A Meta‐Analysis to Review Organizational Outcomes Related to Charismatic Leadership

By T. DeGroot, D. S. Kiker, Thomas C. Cross. 2009

383 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a0d7cc6cf2a55f4ce8b7ec8a5a99c7012e37ae6f

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Citations in the corpus

The impact of leadership style and employee empowerment on perceived organizational reputation (2013, background): “Leadership style and perceived organizational reputation Transformational leadership has been consistently found to be associated with superior work performance and employee attitudes such as trust in leaders, job satisfaction, team/organizational commitment, and loyalty (e.g. Behling and McFillen, ”
Transformational leadership and commitment: A multilevel analysis of group-level influences and mediating processes (2010, background): “DeGroot, Kiker, and Cross (2000) reasoned that the effects of leadership are stronger, if leaders use a homogeneous style to relate to their subordinates.”
Happiness at work. (2010, neutral): “Charismatic leadership is strongly related to subor-dinate job satisfaction (corrected population correlation = 0.77, DeGroot et al. 2000), and leader-member exchange is also fairly strongly related to job satisfaction and organizational commitment (Gerstner and Day 1997).”
Influence of Social Exchange Relationships on Affective Commitment and Innovative Behavior: Role of Perceived Organizational Support (2018, background): “In organizations that are based on innovation, supervisors continuously require employees to develop problem-solving skills and performance appraisal methods [82], which will ultimately boost employees’ IB.”
Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research (2011, background): “Indeed, among the five meta-analyses conducted on transformational leadership (summarized in Table 1), only DeGroot, Kiker, and Cross (2000) attempted to estimate the 225 Ta bl e 1.”
Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance (2013, positive): “Considering that so many studies have found that charisma engenders increased collective efforts and higher team performance (DeGroot et al., 2000; Wu, Tsui, & Kinicki, 2010), another question is, how does that relationship occur?”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, background): “Furthermore, meta-analyses (DeGroot et al. 2000; Gerstner and Day 1997; Mathieu and Zajac 1990; Meyer et al. 2002) report significant relationships between leadership style or leader behaviors (e.”
Relationship between leadership styles and dimensions of employee organizational commitment: a critical review and discussion of future directions (2014, positive): “DeGroot, Kiker and Cross (2000) suggest that charismatic leadership is more effective at increasing group performance than at increasing individual performance.”