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When inspiration does not fit the bill: Charismatic leadership reduces performance in a team crisis for followers high in self-direction

Published online by Cambridge University Press:  11 September 2019

Jürgen Wegge Open the ORCID record for Jürgen Wegge [Opens in a new window] ,
Kevin-Lim Jungbauer  and
Meir Shemla
Jürgen Wegge*
Affiliation:
Institute for Work, Organizational, and Social Psychology, TU Dresden, Zellescher Weg 17, 01062 Dresden, Germany
Kevin-Lim Jungbauer
Affiliation:
Institute for Work, Organizational, and Social Psychology, TU Dresden, Zellescher Weg 17, 01062 Dresden, Germany
Meir Shemla
Affiliation:
Rotterdam School of Management, Erasmus University Rotterdam, PO Box 1738, 3000 DR Rotterdam, The Netherlands
*
*Corresponding author. Email: jürgen.wegge@tu-dresden.de
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Abstract

We extend charismatic leadership research by identifying conditions under which charismatic leadership reduces individual performance. Previous research found a positive impact of charismatic leadership, especially in crisis situations. However, we expect that followers with high self-determination reject charismatic leadership so that performance is reduced. In a laboratory experiment built as a brainstorming competition, 88 participants were randomly assigned to a condition with a team crisis or a control condition. Half of the participants received a charismatic leadership intervention after the crisis, which led to the ostentatious departure of a group member, while the other half was led laissez-faire. The results support our hypotheses. Although charismatic leadership was overall beneficial in a team crisis, our study provides experimental evidence of how charismatic leadership reduces the performance of certain team members in crises. Future research should investigate how leadership can best meet the specific needs of followers in different types of critical team situations.

Keywords

leadershippersonalityteams and teamworkleadership theories
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 6 , November 2022 , pp. 1201 - 1218
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019

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