Correlates of charismatic leader behavior in military units: subordinates' attitudes, unit of characteristics, and superiors' appraisals of leader performance
Article Abstract:
We tested several hypotheses derived from an extended version of Shamir, House, and Arthur's (1993) theory of charismatic leadership. We used three different samples of subordinates to assess leader behavior, individual-level correlates, and unit-level correlates, respectively. We also examined the effects of charismatic behaviors and unit-level correlates on superiors' assessments of leaders' performance. The findings provide only very partial support for the theory and indicate a need for greater sensitivity to the multiple constituencies of leaders in theories and studies of charismatic leadership in organizations. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1998
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The affirmative action stigma of incompetence: effects of performance information ambiguity
Article Abstract:
In two studies, 264 male and female managers reviewed information about the job performance of a person portrayed as either a man or a woman and, if a woman, as either an affirmative action hire or not. As expected, subjects rated female affirmative action hires as less competent and recommended smaller salary increases for them than for men and women not associated with affirmative action. This pattern held even when disconfirming performance information was provided if that information was ambiguous either with regard to degree of success (Study 1) or with regard to who was responsible for the success (Study 2). (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1997
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