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Implicit Leadership Theories: Perceptions of Charisma, People, and Performance

This study identified a set of distinct implicit leadership theories (ILTs) within a sample of working adults and examined whether differences in followersâ ILTs versus actual leadership influenced ratings of charisma and performance. Results based on a sample of 718 employees indicated 11 distinct ILT profiles. Results also showed that the closer the perceived congruence between employeesâ ILTs (measuring their ideal leader) and their actual leader, the higher the ratings of charisma for that leader. There was no influence of ILT congruence on leader performance ratings. Some support was found for previous findings that country/location does have an influence on ILT profile, but no support was found for the influence of age, gender, ethnicity, or organizational tenure, suggesting that ILTs may be generalizable across many different populations. Further analysis of a sample for 182 leaders indicated that that leader ILTs do not appear to be exhibited through either personality traits, nor through employee perceptions of ILT-relevant behaviors.

Identiferoai:union.ndltd.org:NCSU/oai:NCSU:etd-04262008-200548
Date11 August 2008
CreatorsKoommoo-Welch, Penny
ContributorsDr. Adam W. Meade, Dr. S. Bartholomew Craig, Dr. Samuel B. Pond III, Dr. John W. Fleenor
PublisherNCSU
Source SetsNorth Carolina State University
LanguageEnglish
Detected LanguageEnglish
Typetext
Formatapplication/pdf
Sourcehttp://www.lib.ncsu.edu/theses/available/etd-04262008-200548/
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