National Changhua University of Education Institutional Repository : Item 987654321/18991
English  |  正體中文  |  简体中文  |  Items with full text/Total items : 6491/11663
Visitors : 25212167      Online Users : 78
RC Version 3.2 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Adv. Search

Please use this identifier to cite or link to this item:

Title: Charismatic Leadership and Self-Leadership: A Relationship of Substitution or Supplementation in the Contexts of Internalization and Identification?
Authors: Chung, Anyi;Chen, I-Heng;Yun-Ping Lee, Amber;Chen, Hsien-Chun;Lin, Yingtzu
Contributors: 人力資源管理研究所
Keywords: Charisma;Employee relations;Individual psychology;Leadership
Date: 2011
Issue Date: 2014-10-01T08:37:25Z
Publisher: Emerald Group Publishing Limited
Abstract: Purpose – The purpose of this paper is to propose that self-leadership has a complementary relationship with charismatic leadership, thus not substituting for the influence of charismatic leadership in the contexts of internalization and identification.
Design/methodology/approach – Data were collected from 991 employees of 20 organizations. The research hypotheses were tested using regression analysis.
Findings – The results demonstrated that many self-leadership skills acted as supplement/enhancer of charismatic leadership behaviors, except for self-talk. The authors' interpretation was that self-talk had a very different functional quality from the other self-leadership skills, such as visualizing successful performance and evaluating beliefs and assumptions.
Research limitations/implications – The authors recommend that the self-talk scale should be modified by specifying a constructive content to make it compatible with the other self-leadership subscales. Finally, more research should be devoted to determining whether leaders' unconventional behavior becomes dysfunctional in the presence of employees' self-leadership, especially in Confucian countries that place emphasis on tradition and harmony.
Practical implications – The neutralizing effects of self-talk point to the fact that past bad experience counts. Thus, the authors suggest that management takes responsibility for explaining change failure and seeking employees' feedback to prevent employees from developing negative self-talk.
Originality/value – Based on self-concept theory, the paper parallels self-leadership to charismatic leadership in terms of their influence on the individual's value and identity and proposes and tests for a complementary relationship between both leadership capabilities.
Relation: Journal of Organizational Change Management, 24(3): 299-313
Appears in Collections:[Graduate Institute of Human Resource Management] Periodical Articles

Files in This Item:

File SizeFormat
2030200810001.pdf26KbAdobe PDF350View/Open

All items in NCUEIR are protected by copyright, with all rights reserved.


DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback