Cross-cultural variations in leadership perceptions and attribution of charisma to the leader

By N. Ensari, S. Murphy. 2003

144 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/d3ea0f42c68393874ef1d0f3ce5ba7d329dd745c

How researchers see this paper

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

In Communication

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Cross-cultural organizational behavior. (2007, background): “Ensari & Murphy (2003) found that in individualistic cultures, perception of charisma is based on recognition-based perceptions (i.e., leadership effectiveness is a perception that is based on how well a person fits the characteristics of a “good” or “effective” leader), whereas in collectivistic…”
What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations? (2014, methodology): “To illustrate, research on performance cue effects (PCEs; Ensari & Murphy, 2003; Lord, 1985; Lord & Maher, 1991) demonstrates that knowledge of a leader’s performance affects raters’ descriptions of that leader’s behavior, but these effects are greater for more prototypical items that are accessed…”
Implicit Leadership Theories: Think Leader, Think Effective? (2011, background): “(1994), and Epitropaki and Martin (2004), this may be criticized as our personal interpretation.”
The strong, sensitive type : Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders (2008, methodology): “However, this technique has been used in countless studies (e.g., Ensari & Murphy, 2003; Heilman & Chen, 2005) to understand both recognition-based information processing, such as whether or not a person’s behavior is categorized as leader like or prototypic, and inference-based processing, such as…”
Collectivism as a moderator of responses to organizational justice: implications for leader‐member exchange and ingratiation (2006, unknown): “For example, in a comparative study of Turkey and the USA, Ensari and Murphy (2003) found that individualists made charisma attributions depending on the extent to which leaders showed prototypical leader behaviors, whereas the more collectivistic Turkish subjects made charisma attributions dependin”
Reconsidering the accuracy of follower leadership ratings (2015, background): “This resultmay also reflect the fact that dispositional explanations are required for performance cue effects to occur (Ensari & Murphy, 2003).”
Romancing leadership: Past, present, and future ☆ (2011, background): “…firm performance Bukszar and Connolly (1988) Giessner and van Knippenberg (2008) House and Aditya (1997); Ling et al. (2008a,b); Meindl (1998a,b,c) Ensari and Murphy (2003); Giambatista (2004); Gibson and Schroeder (2003); Peterson et al. (2003) Follower-centered approaches Follower and…”
An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion? (2011, background): “Although the dimensions of leadership might remain the same across cultures, the behaviors within a dimension may vary in meaning (Ensari & Murphy, 2003) or importance for promotion.”
Understanding the impact of the COVID-19 pandemic on career development: Insights from cultural psychology (2020, unknown): “Theories and research from cultural psychology help to explain not only differences observed across cultures (e.g., Fouad, 2002; Fouad, Hansen, & Arias-Galicia, 1986; Hofstede, 1980; House, Hanges, Javidan, Dorfman, & Gupta, 2004) but also commonalities shared universally (e.g., Bond & Smith, 1996;…”