Week 4 Student Led Readings Flashcards
(9 cards)
Author: House, Spangler, and Woycke
Year: 1992
psychological theory that links the personality traits of U.S. presidents to their perceived effectiveness as leaders. It emphasizes the role of charisma in shaping a leader’s influence and effectiveness.
The authors examine the relationship between charismatic behavior and the ability to mobilize and inspire followers, which in turn can affect the leader’s success in achieving policy goals and maintaining public support.
Charisma is defined as a set of behaviors that enable leaders to inspire and motivate followers beyond ordinary expectations.
Charismatic presidents are more likely to be perceived as effective because they can influence and mobilize followers through their vision and communication skills.
Author: Terry
Year: 1998
Discusses the evolving nature of public administration and the implications of the public management movement on administrative leadership.
critiques the rise of neo-managerialism within public administration, which emphasizes efficiency, performance measurement, and management practices derived from the private sector.
Terry argues that this movement risks undermining the traditional values and functions of public administration, such as accountability, democratic governance, and public service. The article calls for a balanced approach that respects both managerial efficiency and the unique principles of public sector administration.
Author: Ensari and Murphy
Year: 2003
explores how leadership perceptions and attributions of charisma vary across individualistic and collectivistic cultures
how people from different cultural backgrounds perceive leaders and attribute charisma based on two types of information processing: recognition-based (leader traits and characteristics) and inference-based (performance outcomes). It compares these perceptions between participants from Turkey (a collectivistic culture) and the United States (an individualistic culture).
Dual Processes of Leadership Perception:
Recognition-based Process: Involves categorizing leaders based on pre-existing stereotypes and prototypes of leadership traits stored in memory.
Inference-based Process: Involves making attributions about leaders based on the outcomes of their actions, such as organizational performance.
Cultural Differences in Leadership Perceptions:
Individualistic Cultures (United States): Individuals are more likely to attribute charisma based on recognition-based processes, emphasizing leader traits and characteristics. Leaders are perceived as more charismatic if they fit the cultural prototype of a leader.
Collectivistic Cultures (Turkey): Individuals rely more on inference-based processes, attributing charisma based on the success or failure of group outcomes. The performance of the organization plays a crucial role in charisma attribution.
Author: Javidan & Waldman
Year: 2003
examines the nature of charismatic leadership in the public sector and its effects on organizational outcomes.
It explores how charismatic leadership can be effectively measured and what consequences it has for public sector organizations.
The authors emphasize the need for understanding the unique dynamics of charismatic leadership in non-profit and governmental contexts, which often differ significantly from those in the private sector.
They propose a model for measuring charismatic leadership and discuss its implications for leadership development and organizational effectiveness in the public sector.
Author: Bauer, Berrin Erdogan, Liden, and Wayne
Year: 2006
Examines how extraversion affects the impact of LMX on new executive performance and turnover.
LMX focuses on the relationship quality between a leader and each subordinate, where high-quality LMX relationships involve trust, respect, and mutual obligation.
The results show that LMX quality is more strongly related to performance and lower turnover intentions for introverted executives compared to extraverted ones. This suggests that introverted executives benefit more from high-quality LMX relationships, which can compensate for their lower natural inclination towards social interaction and networking.
Author: Erdogan, Liden, and Kraimer
Year: 2006
investigates the role of organizational culture in moderating the relationship between various forms of perceived justice (interactional and distributive) and LMX quality.
Using a sample of teachers from public high schools in Turkey, the authors find that certain cultural dimensions (respect for people, aggressiveness, and team orientation) influence how justice perceptions affect LMX.
The findings suggest that leaders can enhance LMX quality by aligning their behavior with the cultural values of their organizations, highlighting the importance of understanding organizational culture in leadership practices.
Author: Piccolo & Colquitt
Year: 2006
investigates the mechanisms through which transformational leadership affects employee job behaviors, specifically task performance and OCB.
It proposes that transformational leadership shapes followers’ perceptions of their jobs, particularly in terms of five core job characteristics: variety, identity, significance, autonomy, and feedback.
These job characteristics, in turn, enhance followers’ intrinsic motivation and goal commitment, which subsequently improve their job performance and engagement in OCB.
The study utilizes Hackman and Oldham’s (1976) job characteristics model, which includes variety (use of different skills), identity (completing a whole piece of work), significance (impact on others), autonomy (freedom in work), and feedback (information on performance).
Transformational leaders can influence followers’ perceptions of
Author: Wright, Moynihan, and Pandey
Year: 2012
Explores the relationship between transformational leadership, PSM, and mission valence in public sector organizations.
The authors argue that transformational leadership can enhance mission valence both directly and indirectly by increasing PSM and organizational goal clarity.
The findings indicate that transformational leadership significantly impacts employee perceptions of mission valence by clarifying organizational goals and fostering PSM. This research underscores the importance of leadership behaviors that align organizational missions with employee values and motivations.
By clarifying goals and fostering PSM, leaders can significantly increase the attractiveness of their organization’s mission, ultimately improving employee performance and organizational outcomes.
Author: Ott, Parkes, & Simpson
Year: 2007
The subject of leadership has given rise to many complex issues.
The Legitimacy of a leader cannot be addressed without introducing the concept of Charisma.
Studies of Leadership have taken different approaches. The trait approach has dominated
