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Charismatic Leadership, Commitment to Change, and Innovation Implementation Behavior

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한국질서경제학회 (Korea Ordo Economics Association)|2011.06|질서경제저널 (Ordo Economics Journal)|제14권 제2호|pp. 59-75

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참고문헌

키워드

혁신행동카리스마 리더십Charismatic LeadershipCommitment to ChangeInnovation Implementation Behavior변화태도

초록

This study focuses on the research question, whether charismatic leadership is associated with higher levels of commitment to change and in turn enhances follower’s innovation implementation behavior. Additionally, it will be built on the trust literature and explored the relative importance of trust in top management in influencing follower’s commitment to change and innovation implementation behavior. Findings corroborate the notion that charismatic leadership is essential for organizations. Results suggest that companies should invest in leadership training and in the selection of charismatic supervisors before initiating the implementation of innovations. Research indicates that charismatic leadership behaviors are trainable. By being trained in idealized influence, for example, leaders improve their ability to articulate a vision and to become more effective role models. By training leader’s capability to act as role models in terms of using new innovations and demonstrating the value of these innovations, leaders are most likely to maximize follower’s affective commitment to change, which, in turn, leads to innovation implementation behavior.

Abstract

This study focuses on the research question, whether charismatic leadership is associated with higher levels of commitment to change and in turn enhances follower’s innovation implementation behavior. Additionally, it will be built on the trust literature and explored the relative importance of trust in top management in influencing follower’s commitment to change and innovation implementation behavior. Findings corroborate the notion that charismatic leadership is essential for organizations. Results suggest that companies should invest in leadership training and in the selection of charismatic supervisors before initiating the implementation of innovations. Research indicates that charismatic leadership behaviors are trainable. By being trained in idealized influence, for example, leaders improve their ability to articulate a vision and to become more effective role models. By training leader’s capability to act as role models in terms of using new innovations and demonstrating the value of these innovations, leaders are most likely to maximize follower’s affective commitment to change, which, in turn, leads to innovation implementation behavior.

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