An Affective Events Model of Charismatic Leadership Behavior: A Review, Theoretical Integration, and Research Agenda

By Frank Walter, Heike Bruch. 2009

132 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/bd28462fce92ec4623529d2b56a975abdf2a9cea

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In Demography

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Citations in the corpus

Charisma as signal: An evolutionary perspective on charismatic leadership (2017, background): “…no two signals are ever the same, ultimately the function of charismatic leadership is to convince followers that the risks of cooperation are not as great as they seem, and that both the leader and followers truly believe that the challenge confronting them can be resolved (Walter & Bruch, 2009).”
Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance (2013, unknown): “Although researchers have conducted a wide range of studies on charismatic leadership over the last half-century (for a review, see e.g., Walter & Bruch, 2009), several critical questions remain unanswered.”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “…combined studies of charismatic and transformational leadership (Judge and Piccolo 2004; van Knippenberg and Sitkin 2013; Walter and Bruch 2009), arguing that ‘the findings from studies of charismatic, transformational, and visionary leadership generally converge’ (Walter and Bruch 2009, p. 1428).”
Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good (2016, background): “…by the VLQ are related positively to their leader’s self-assessment of virtues as measured by the VLS. Machiavellianism, a negative character trait (Walter and Bruch, 2009) reflecting a highly power-oriented personal disposition to use manipulation and deceit to maximize self-interest, at the…”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “First, research on leadership has advanced our understanding of how effective leaders deploy resources when taking organizational actions (Walter & Bruch, 2009; Yun, Faraj, & Sims, 2005).”
A meta‐analysis of emotional intelligence and work attitudes (2017, background): “Hence, affective reactions generated byworkplace events (i.e., SPA and SNA) create ebb and flow in job satisfaction (Ashkanasy & Humphrey, 2011; Humphrey, 2013; Johnson, 2009; Walter & Bruch, 2009; Weiss & Cropanzano, 1996; Weiss et al., 1999).”
The relationship between leader fit and transformational leadership (2013, background): “Researchers continue to call for further study of contextual antecedents of transformational leadership (Avolio et al., 2009; Walter and Bruch, 2009).”
The downside of being ‘up’: entrepreneurs' dispositional positive affect and firm performance (2011, background): “Given the recent emphasis on the important benefi ts of positive affect among managers and other leaders (Erez et al., 2008; Sy et al., 2005; Walter and Bruch, 2009), it is important to emphasize this basic fact.”
Strategic Use of Emotional Intelligence in Organizational Settings: Exploring the Dark Side (2010, background): “Emotional intelligence tends to correlate with charismatic leadership (Gardner & Stough, 2002; see Walter & Bruch, 2009, for a review).”