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The paradox of power sharing: participative charismatic leaders have subordinates with more instead of less need for leadership

De Vries, R.E. and Pathak, Raghuvar D. and Paquin, A.R. (2011) The paradox of power sharing: participative charismatic leaders have subordinates with more instead of less need for leadership. European Journal of Work and Organizational Psychology, 20 (6). pp. 779-804. ISSN 1359-432X

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Abstract

Although charismatic and participative leaders have been noted for their positive effects on criteria such as performance, job satisfaction, and commitment, few studies have looked at the relations with subordinates' leadership needs. In this study, the relations between charismatic and participative leadership, team outcomes, and a team's need for leadership were investigated. The sample consisted of South Pacific CEOs and their top-level management teams from Fiji, Tonga, Samoa, Vanuatu, and the Solomon Islands. Results showed that charismatic leadership was related to both group-level need for leadership and positive team outcomes. However, team outcomes did not mediate the relations between leadership and a team's need for leadership. Additionally, a moderator effect was found between participative leadership and charismatic leadership in explaining a team's need for leadership, implying that teams of subordinates with participative charismatic leaders need more instead of less leadership from their CEOs.

Item Type: Journal Article
Subjects: B Philosophy. Psychology. Religion > BF Psychology
Divisions: Faculty of Business and Economics (FBE) > Graduate School of Business
Depositing User: Ms Mereoni Camailakeba
Date Deposited: 29 Nov 2011 08:20
Last Modified: 07 Oct 2013 10:00
URI: http://repository.usp.ac.fj/id/eprint/1830
UNSPECIFIED

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