Charismatic Leadership Behavior and Leadership Effectiveness: The Moderating Role of Subordinates’ Emotional Intelligence and the Mediating Role of Psychological Empowerment
Autori:
Zaoli YANG, Jida ZHU
Cod: ISSN: 1583-3410 (print), ISSN: 1584-5397 (electronic)
Dimensiuni: pp. 158-184
How to cite this article:Yang, Z., Zhu, J. (2016). Charismatic Leadership Behavior and Leadership Effectiveness: The Moderating Role of Subordinates’ Emotional Intelligence and the Mediating Role of Psychological Empowerment. Revista de Cercetare si Interventie Sociala, 55, 158-184. |
Abstract:
Theoretical research and practical cases have found that companies tend to use
business leaders’ charismatic leadership behavior to promote business change and
innovation. However, enterprise operating results indicate that there are great
differences in the improvement effect of charismatic leadership behavior on
leadership effectiveness among different enterprises. From the view of the internal
psychological factors of employees, we designed a hypothesis model of the
influence of charismatic leadership behavior on leadership effectiveness, by introducing
the concepts of psychological empowerment and emotional intelligence
of employees, to deeply explore the influence mechanism of charismatic leadership
behavior on leadership effectiveness using the survey data of 207 private
enterprises in China gathered from October 2015 to March 2016. Results show
that the more prominent the charismatic leadership behavior, the higher the
enhancement of leadership effectiveness. While the enhancement of leadership
effectiveness relies on the promotion of organizational cohesion and leading
character perception of employees as well as other psychological empowerment
factors. Additionally, subordinates with high emotional intelligence and subordinates
with low emotional intelligence are both able to significantly affect the
relationship between charismatic leadership behavior and leadership effectiveness,
but subordinates with high emotional intelligence are more easily able to promote
job performance and job satisfaction through charismatic leadership behavior.
Subordinates with low emotional intelligence, on the other hand, are more conducive
to the enhancement of organizational citizenship behavior through charismatic
leadership behavior. Business leaders can choose subordinates with different emotional intelligence levels based on the actual task needs. The conclusions
have accordingly a great practical significance for further developing
more effectively behavioral intervention strategies and improving the quality of
enterprise decision-making.
Keywords:
charismatic leadership behavior, leadership effectiveness, subordinates’ emotional intelligence, psychological empowerment.
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