Charismatic leadership and self-leadership: A relationship of substitution or supplementation in the contexts of internalization and identification?

Anyi Chung, I. Heng Chen, Amber Yun Ping Lee, Hsien Chun Chen, Yingtzu Lin

Research output: Contribution to journalArticle

5 Citations (Scopus)

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.

Original languageEnglish
Pages (from-to)299-313
Number of pages15
JournalJournal of Organizational Change Management
Volume24
Issue number3
DOIs
Publication statusPublished - 2011 May 1

Fingerprint

Substitution reactions
Personnel
Regression analysis
Feedback
Supplementation
Self-leadership
Internalization
Charismatic leadership
Substitution
Employees

All Science Journal Classification (ASJC) codes

  • Decision Sciences(all)
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

Cite this

@article{f60a6913784f481598e6a30752edd642,
title = "Charismatic leadership and self-leadership: A relationship of substitution or supplementation in the contexts of internalization and identification?",
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.",
author = "Anyi Chung and Chen, {I. Heng} and Lee, {Amber Yun Ping} and Chen, {Hsien Chun} and Yingtzu Lin",
year = "2011",
month = "5",
day = "1",
doi = "10.1108/09534811111132703",
language = "English",
volume = "24",
pages = "299--313",
journal = "Journal of Organizational Change Management",
issn = "0953-4814",
publisher = "Emerald Group Publishing Ltd.",
number = "3",

}

Charismatic leadership and self-leadership : A relationship of substitution or supplementation in the contexts of internalization and identification? / Chung, Anyi; Chen, I. Heng; Lee, Amber Yun Ping; Chen, Hsien Chun; Lin, Yingtzu.

In: Journal of Organizational Change Management, Vol. 24, No. 3, 01.05.2011, p. 299-313.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Charismatic leadership and self-leadership

T2 - A relationship of substitution or supplementation in the contexts of internalization and identification?

AU - Chung, Anyi

AU - Chen, I. Heng

AU - Lee, Amber Yun Ping

AU - Chen, Hsien Chun

AU - Lin, Yingtzu

PY - 2011/5/1

Y1 - 2011/5/1

N2 - 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.

AB - 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.

UR - http://www.scopus.com/inward/record.url?scp=79959258386&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=79959258386&partnerID=8YFLogxK

U2 - 10.1108/09534811111132703

DO - 10.1108/09534811111132703

M3 - Article

AN - SCOPUS:79959258386

VL - 24

SP - 299

EP - 313

JO - Journal of Organizational Change Management

JF - Journal of Organizational Change Management

SN - 0953-4814

IS - 3

ER -