我国企业魅力型领导的特质结构研究

为探讨我国魅力型领导的特质结构,采用开放式问卷调查了209名企业管理者和员工.内容分析发现,我国魅力型领导包括7类特质.据此编制了魅力型领导特质问卷,调查回收有效问卷107份,探索性因素分析显示魅力型领导是一个5因素结构.用结构方程模型对305份有效问卷的数据分析,结果显示我国企业魅力型领导的特质结构是一个一阶五因素模型.     

魅力型领导与军事团队绩效：军政双主官的交互效应及士气的中介

我军广泛实行分工负责军事和政治工作的平级双领导体制,两名主官的相互作用可能产生额外影响效果。本研究在“连”这一双领导军事团队中,构建了一个以士气为中介的交互效应模型,考察连长和指导员的魅力型领导对连队绩效的影响。对350名军校士兵学员进行问卷调查,结果显示：（1）连长和指导员的魅力型领导对连队绩效具有交互效应。（2）士气在连长、指导员的魅力型领导与连队绩效之间均具有中介效应。（3）连长、指导员的魅力型领导对连队绩效的交互效应受到士气的中介。（4）双主官的交互效应为补偿式：与低魅力型领导搭档时,高魅力型领导的积极效果凸显,但两位高魅力型领导的协同效应不显著。     

魅力型领导与军事团队绩效：军政双主官的交互效应及士气的中介

我军广泛实行分工负责军事和政治工作的平级双领导体制,两名主官的相互作用可能产生额外影响效果。本研究在“连”这一双领导军事团队中,构建了一个以士气为中介的交互效应模型,考察连长和指导员的魅力型领导对连队绩效的影响。对350名军校士兵学员进行问卷调查,结果显示：（1）连长和指导员的魅力型领导对连队绩效具有交互效应。（2）士气在连长、指导员的魅力型领导与连队绩效之间均具有中介效应。（3）连长、指导员的魅力型领导对连队绩效的交互效应受到士气的中介。（4）双主官的交互效应为补偿式：与低魅力型领导搭档时,高魅力型领导的积极效果凸显,但两位高魅力型领导的协同效应不显著。     

领导者的人格特质和行为方式——企业和学校领导者的比较

本文运用了勒温的民主行为问卷、李克特的人—事行为问卷和Y—G 性格测验量表,调研了140名企业和学校领导者的人格特质、性格类型和行为方式.结果表明:(1)大多数企业领导者具有D 型性格和一般活动性、支配性、社会外向性的人格特质,大多数学校领导者具有C 型性格和客观性、合作性、非抑郁性的人格特质,没有一个领导者具有B 型和E 型性格;(2)具有放任型领导方式的人数最多,具有以人为中心的领导方式的领导者人数最少.     

伦理型领导产生机制及影响因素

领导者非伦理行为会对组织内外部造成严重的伤害,那么哪些因素会影响到伦理型领导的产生?伦理型领导的内涵应当包括下属伦理型领导感知。伦理型领导产生机制的理论基础,包括社会学习理论、道德认同理论、人格特质视角、三因素模型、组织认知神经学视角、伦理立场理论、CPM理论和领导分类理论。伦理型领导及下属伦理型领导感知的影响因素,包括领导者的个人特质、认知因素,和下属的公平感、地位感,以及组织和社会情境等因素。未来研究应更多关注于伦理型领导影响因素的实证研究。     

外向性人格特质对建言行为的影响研究:威权领导的跨层次调节作用

本研究依据社会认知理论"个体—环境—行为"交互作用的逻辑,考察了外向性人格特质对员工建言行为的影响,并构建多层模型探讨了威权领导对建言行为的跨层次效应。通过两个时间点两种数据源的研究设计,共收集到58个团队435名员工和领导的配对样本。采用多层线性模型进行假设检验后,研究结果显示:外向性人格特质对建言行为具有显著的正向影响;威权领导虽然对员工建言行为没有直接的影响作用,但在外向性人格特质与建言行为的关系中有显著的负向调节作用。     

变革型领导与领导有效性之间关系的研究

变革型领导已经成为国外领导理论研究的新范式．然而在国内相关方面的实证研究却不多见。本研究采用验证性因素分析对变革型领导的构想效度进行了验证,结果表明：变革型领导具有较好的构想效度,可以区分为领导魅力、感召力、智能激发和个性化关怀四个维度。回归分析结果还表明,领导魅力、智能激发和个性化关怀对领导有效性有正面的影响,而感召力对领导有效性的影响没有达到显著水平。     

魅力型领导与下属工作投入：双维认同构念的中介机制

本研究旨在探讨组织认同和领导认同在魅力型领导对下属工作投入的影响过程中的中介机制。全文以魅力型领导和认同感理论为基础,以来自国内多家企业的252名员工为样本进行数据分析,结果发现下属的组织认同和领导认同作为认同感的双维构念在魅力型领导对下属工作投入的影响过程中具有中介作用。其中,组织认同在此过程中具有部分中介作用,而领导认同则发挥完全中介作用,而且组织认同和领导认同在此过程中同时存在,互不排斥。     

自尊在人格特质、社会支持与主观幸福感关系间的中介效应

以527名大学生为被试,采用问卷调查法探讨了自尊在人格特质、社会支持与主观幸福感关系间的中介效应。结果发现：（1）自尊在人格特质、社会支持预测主观幸福感的情感体验维度时具有中介效应,而在其预测主观幸福感的生活满意度时无中介效应;（2）自尊在社会支持与情感维度关系间的中介效应相对高于在人格特质与情感维度关系间的中介效应。     

军队政工领导干部领导力形成因素的实证分析

本文以军队师团职政工领导干部为研究对象,通过问卷调查和定量分析,初步验证:军队政工领导干部的领导力主要有16个因素形成,他们构成二阶层次结构。领导特质可作为领导力形成因素的综合表达,主要可通过三个一阶因子——品德与价值观、关键领导能力、核心领导素质予以反映。同时,实证分析结果表明,领导者和非领导者对领导力形成因素的看法没有显著差别。     

Charismatic leadership,environmental dynamism,and performance

Most studies relating charismatic leadership to performance have limitations concerning selection of criterion measures and investigation of moderators. Therefore, this study examines relationships between charismatic leadership and multiple performance outcomes under different levels of environmental dynamism (i.e., level of environmental uncertainty, degree of technological change) and per type of Chief Executive Officer (firm owner versus managing director). Results revealed that charismatic leadership was positively related to common-source and multi-source perceptual performance outcomes (i.e., subordinates' positive work attitude) and to organization profitability, but unrelated to organization liquidity and solvency. The relationship between charismatic leadership and perceptual performance was stronger under conditions of environmental uncertainty than under conditions of environmental certainty. Furthermore, charismatic leadership was more strongly related to organization profitability for firm owners than for managing directors who do not own their firm. The results are discussed and several potentially fruitful avenues for future research on charismatic leadership and employee as well as organizational performance are presented.     

The Effects of Charismatic Leadership on Followers' Self-Concept Accessibility

Shamir, House, and Arthur (1993) suggested that the effects of charismatic leadership on followers' motivation are mediated by the increased salience of collective identities in followers' self-concepts. This study empirically examines the effects of leadership messages on followers' self-concept accessibilities. Charismatic and integrative (combined charismatic and individualized consideration) leadership increased the accessibility of followers' collective self-concepts. Individualized consideration increased the accessibility of followers' private self-concepts. These results support the propositions of the self-concept-based theory of charismatic leadership. Charismatic and integrative leadership messages from a leader resulted in higher follower collective self-concept accessibilities than did routinized messages. This finding underscores the importance of a charismatic leader, even when charismatic messages have become routinized.     

VISIONARY COMMUNICATION QUALITIES AS MEDIATORS OF THE RELATIONSHIP BETWEEN NARCISSISM AND ATTRIBUTIONS OF LEADER CHARISMA

This study seeks to answer questions that have been raised regarding the precise nature of the relationship between narcissism and charismatic leadership. Specifically, we test a model that portrays the roles of socialized vision and visionary boldness as mediators in the relationship between narcissism and attributions of leader charisma. Our findings suggest that narcissism is positively related to vision boldness but negatively related to socialized vision. In turn, both aspects of vision are positively associated with attributions of leader charisma. These results add clarity to the literature regarding the personal basis of charismatic leadership by providing insight into how aspects of visionary communication may mediate the indirect relationship between narcissism and attributions of charismatic leadership.     

The paradox of power sharing: Participative charismatic leaders have subordinates with more instead of less need for leadership

Although charismatic and participative leaders have been noted for their positive effects on criteria such as performance, job satisfaction, and commitment, few studies have looked at the relations with subordinates' leadership needs. In this study, the relations between charismatic and participative leadership, team outcomes, and a team's need for leadership were investigated. The sample consisted of South Pacific CEOs and their top-level management teams from Fiji, Tonga, Samoa, Vanuatu, and the Solomon Islands. Results showed that charismatic leadership was related to both group-level need for leadership and positive team outcomes. However, team outcomes did not mediate the relations between leadership and a team's need for leadership. Additionally, a moderator effect was found between participative leadership and charismatic leadership in explaining a team's need for leadership, implying that teams of subordinates with participative charismatic leaders need more instead of less leadership from their CEOs.     

Charismatic Leadership and Objective Performance Indicators

Recent empirical and theoretical work has advanced our understanding of charismatic leadership in organisations. Despite this progress, only a few studies have tested the hypothesis that charismatic leadership might be related to objective, organisationally relevant indicators. In order to address this research gap, the present study tested whether charismatic leadership was related to followers’ absenteeism, their training and development activities, as well as branch‐level profit. Charismatic leadership was defined according to Conger and Kanungo's (1998 ) theory. It could be demonstrated that facets of charismatic leadership were negatively related to followers’ absenteeism, but positively related to their training and development activity. Moreover, charismatic leadership showed a positive relationship to profit. In sum, the results contribute to theory and practice of charismatic leadership. Un travail empirique et théorique récent a fait progresser notre compréhension du leadership charismatique dans les organisations. Malgré ce progrès, seules quelques études ont testé l’hypothèse selon laquelle un leadership charismatique serait liéà des facteurs objectifs et pertinents pour l’organisation. Pour une compréhension plus approfondie des effets du leadership chatismatique, la présente étude teste si ce style de leadership est lié aux suiveurs, à l’absentéisme, aux activités de formation et de développement ainsi qu’aux bénéfices au niveau de la branche. Le leadership charismatique est défini en accord avec la théorie de Conger et Kanungo (1998). On a pu démontrer que les facettes du leadership charismatique sont liées négativement aux suiveurs, à l’absentéisme et positivement à l’activité de formation et de dévelpppement. En outre, le leadership charismatique montre une relation positive au profit. En somme, les résultats contribuent à la théorie et à la pratique du leadership charismatique.     

Crisis and the Emergence of Charismatic Leadership in Groups: An Experimental Investigation1

Existing models of transformational change often highlight the charismatic attributes of leaders. Few approaches focus on the social preconditions which allow charismatic leadership processes to unfold. This research explores the notion that crisis is important to the emergence of charismatic leadership. The findings of a laboratory study indicate that crises foster the emergence of charismatic leaders who are then rated as more effective than group leaders who emerge in noncrisis situations. The implications for current conceptualizations of charismatic leadership processes and their role in frame-breaking organizational changes are discussed.     

Charismatic leadership and organizational outcomes: The mediating role of employees' work-group identification

This research examines the degree of employees' identification with the work-group as a function of charismatic leadership (e.g., Conger & Kanungo, 1998 1998) and the mediating role of work-group identification (Van Knippenberg & Van Shie, 2000 2000) in the relationship between charismatic style and different work outcomes. Thus, the general aim was to analyse leadership and work outcomes as they are associated to social identification processes, referring both to recent developments of charismatic leadership models and to the recent developments of the social identity analysis applied to the workplace (see Abrams & Hogg, 2001 2001). Two field surveys were conducted using 200 Italian public and private sector employees (two different working organizations). Two questionnaires were designed in order to collect data. They included different measures of charismatic leadership derived by the literature (e.g., the Conger-Kanungo Charismatic Leadership Questionnaire; Conger & Kanungo, 1994 1994, 1998 1998, for Study 2), a scale to assess the degree of identification with the work-group (Van Knippenberg & Van Shie, 2000 2000), and some scales to measure the different outcomes considered (e.g., Brown and Leigh's effort measure, 1996 1996; Mobley's turnover intention measure, 1977 1977). As predicted, results of Study 1 revealed that charismatic leadership was positively related to work-group identification, and employees' work effort was positively related to work-group identification. Work-group identification also mediates relationship between charismatic leadership and work effort. Results of Study 2 replicated the positive association between charismatic leadership and employees' work-group identification; work-group identification is also associated with their job involvement, job satisfaction, performance, and turnover intention. The same mediating role of work-group identification between charismatic leadership and the criteria mentioned above was found. Underlying mechanisms as well as implications are discussed.     

On Charisma and Need for Leadership

Some scholars have argued and found that the relationship between transformational or charismatic leadership and outcomes can be moderated by subordinate or situational characteristics (e.g. Bass & Avolio, 1990; Podsakoff, MacKenzie, & Bommer, 1996). Still, there is insufficient evidence on this issue. In this article we examine need for leadership (De Vries, 1997) as a moderator of the relation between a measure of charismatic leadership (Bass, 1985a; Den Hartog, Van Muijen, & Koopman, 1994) and subordinate outcomes. Need for leadership is found to moderate the relation between charismatic leadership and three out of four subordinate outcomes. Furthermore, we examine the relationship between charismatic leadership and need for leadership. Although it has been asserted that transformational or socialized charismatic leaders are able to empower and develop subordinates to become leaders themselves (e.g. Bass & Avolio, 1990; Kuhnert, 1994; Yammarino, 1994), we find a positive relationship between charismatic leadership and need for leadership, which suggests that subordinates are more, instead of less, dependent when a charismatic leader is present.