Charismatic leadership and follower effects

By Jay A Conger, R. N. Kanungo, Sanjay T. Menon. 2000

774 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f4b2c1ca157f5725047e74634f08a828ef877f7b

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

Unraveling respect in organization studies (2014, background): “…De Cremer and Tyler, 2005; Tyler and Blader, 2003); leaders need respect in order for followers to be influenced by them (Bass and Avolio, 1993; Conger et al., 2000; Graen and Uhl-Bien, 1995; Kouzes and Posner, 2002; Shamir et al., 1993); and respect is a central ingredient to interactional…”
Effect of authentic leadership on employee creativity in project-based organizations with the mediating roles of work engagement and psychological empowerment (2018, background): “Besides this, one more vital factor in the employee’s psychological empowerment is feeling autonomous in decision-making; employees of authentic leaders identify themselves as self-sufficient in making their own decisions (Conger & Kanungo, 2000; Meyerson & Kline, 2008).”
Leadership and Employee Engagement (2015, background): “(p. 120) Finally, according to Conger, Kanungo, & Menon (2000), Charismatic leadership is an attribution based on follower perceptions of their leader’s behavior.”
Effects of leadership and leader‐member exchange on commitment (2005, background): “) and the followers' reverence for their leader ( Conger et al. , 2000”
The role of wisdom leadership in increasing job performance: Evidence from the Egyptian tourism sector (2017, methodology): “Similarly, Team Performance was analysed using a 5-item scale, which was improved and validated by Conger et al. (2000).”
Pseudo-Transformational Leadership: Towards the Development and Test of a Model (2008, background): “In contrast to available data that show that transformational leadership is associated with subordinates’ high levels of trust (Conger et al., 2000; Podsakoff et al., 1996), pseudo-transformational leaders will generate fear among their employees.”
Transformational and transactional leadership: a meta-analytic test of their relative validity. (2004, background): “The charisma dimension, however, is “clearly the most influential” of the four transformational dimensions, and typically, it is the dimension that has the strongest relationship with outcome variables ( Conger & Kanungo, 1998, p. 15 ).”
Leadership and trust: Their effect on knowledge sharing and team performance (2010, background): “To date, empirical research on trust and leadership has largely concentrated on transformational leadership (Conger et al., 2000; Kirkpatrick and Locke, 1996; Korsgaard et al., 1995; Podsakoff et al., 1996; Senge, 1990), sometimes with the inclusion of contingent reward (Jung and Avolio, 2000;…”