| Face Dances: A Theoretical Consideration of Aspects of Leader Self-System, Impression Management Tactics and Charisma |
| | Sosik, John J. | Pennsylvania State U., Great Valley | jjs20@psu.edu | 610-648-3254 |
| | Leadership scholars have emphasized the importance of the self and its
presentation in constructing charismatic images. Despite such consideration
, little has been espoused regarding theoretical mechanisms by which the
self, impression management tactics, and charisma are related. This paper
focuses on such issues with the hope of stimulating more systematic
research. |
| | Keywords: charismatic leadership; self-concept; impression management tactics |
| Managing Multiple Demands: Leadership Profiles of Managers Who Meet and Who Do Not Meet the Expectations of All Members of Their Organizational Role-Set |
| | Hooijberg, Robert | Rutgers U. | hooijbrg@andromeda.rutgers.edu | (973)-353-1066 |
| | Choi, Jaepil | Rutgers U. | jaepil@pegasus.rutgers.edu | (973)-623-5439 |
| | The traditional approach of studying the ideas of role theory was reversed by first identifying managers who meet (i.e., Highly effective managers) and who do not meet (i.e., Highly ineffective managers) the expectations of all members of their role-set. Our analysis showed that the leadership profiles of highly effective managers were larger and more balanced than the profiles of highly ineffective managers. The finding that highly effective managers displayed greater behavioral complexity than highly ineffective managers supported the argument of behavioral complexity. In addition, LISREL analysis found that the frequent performance of the Broker and ProDirCo leadership roles was associated with leadership effectiveness by subordinates, peers, and superiors. Consistent with role theory, we found that subordinates, peers, and superiors perceived different leadership roles as critical for leadership effectiveness. Interestingly, we also found that the subordinates and peers associated the frequent performance of the Monitor role negatively with leadership effectiveness. We discussed some important practical implications of the findings and proposed the desirable direction for future study. |
| | Keywords: Behavioral complexity; Role theory; Leadership |
| The Effectiveness of Transactional and Transformational Leader Behaviors in Chinese Organizations: Evidence from Taiwan |
| | Chen, Xiao-Ping | Indiana U., Bloomington | xpchen@indiana.edu | (812)-855-2715 |
| | Farh, Jiing-Lih | Hong Kong U. of Science and Technology | | 852-2358-7735 |
| | Adopting the theoretical framework of transactional and transformational leadership developed in the West, we examined the unique
effects of these leader behaviors on subordinates' job satisfaction, organizational commitment, in-role performance and organizational
citizenship behavior (OCB) in a Chinese organizational setting. Data from 338 subordinate-supervisor dyads suggest that only those
behaviors that reflect the Chinese tradition of personalism have significant influences on employee criterion variables. The implication
of these findings is discussed in terms of the contingent nature of leadership effectiveness and the important role of Chinese personalism in leading and
motivating Chinese employees. |
| | Keywords: leadership; effectiveness; China |
| The Distinction between Charisma and Vision |
| | Khatri, Naresh | Nanyang Technological U., Singapore | ankhatri@ntu.edu.sg | 65-790-5679 |
| | Hway, Tracy Lee | Nanyang Technological U., Singapore | ankhatri@ntu.edu.sg | (65)790-5679 |
| |
There appears to be a particular trend in research on charismatic leadership. Most of it subsumes vision within charisma. Some scholars even suggest that it is the vision that leads to the attribution of charisma to the leaders in the first place. However, we think that charisma and vision are two distinct concepts and as such a leader may be charismatic but not visionary, or visionary but not charismatic, both charismatic and visionary, or neither. Charisma is a value-neutral phenomenon like fire or dynamite or atomic energy. It is a powerful tool and can achieve 'good' and 'bad' ends equally effectively.
To us, charisma is emotion-based or a 'heart' thing and high charismatic leaders understand the social environment and are masters of social skills. Vision, on the other hand, is competence-based, intellectual phenomenon, or a 'head' thing.
In this paper, we distinguish between charisma and vision in much detail and suggest that some of the confusion clouding the 'new genre' of charismatic theories on leadership becomes clear once we treat charisma and vision differently. We discuss a number of propositions and important implications based on the distinction.
|
| | Keywords: Charisma; Vision; Leadership |
| Moral Reasoning and Transformational Leadership |
| | Turner, Nick | U. of Sheffield | nick.turner@sheffield.ac.uk | 44-114-222-3256 |
| | Barling, Julian | Queen's U. | jbarling@business.queensu.ca | 613-533-2477 |
| | Some leaders aim to fulfil the intellectual and emotional needs of their followers, while others pay little
attention to their followers' development (Bass, 1998; Burns, 1978). Despite theoretical interest in this
difference, the almost ethereal quality of this "moral" dimension of leadership seems to have deterred
any empirical enquiry. We investigated whether transformational leadership behaviors among 58
leaders could be explained by the complexity of their moral reasoning abilities. We hypothesized that
leaders with more complex moral reasoning abilities (i.e., a perspective that goes beyond egoistic,
instrumental ends) will exhibit more transformational leadership behaviors than leaders with less
complex moral reasoning abilities. Leaders' moral reasoning abilities were self-assessed using Rest's
(1990) shortened Defining Issues Test, while their leadership behaviors were rated by 173 subordinates
(M raters per leader = 2.89) using Bass and Avolio's (1995) Multifactor Leadership Questionnaire.
A discriminant function analysis indicated that leaders scoring in the post-conventional group of the
moral reasoning distribution exhibited higher behavioral idealized influence, inspirational motivation,
intellectual stimulation, and contingent reward than those leaders scoring in the pre-conventional
group. Leaders scoring in the conventional group could not be reliably distinguished from leaders in
the pre-conventional and post-conventional groups using a function of these leadership behaviors.
In sum, this study stimulates thinking on the practical relationships between sociomoral maturity
and leadership (e.g., a potential synergy between leadership training and ethics training), as well
as contributing to theory by exploring the developmental underpinnings of leadership. |
| | Keywords: transformational leadership; ; moral development; |