Adding to Contingent-Reward Behavior: The augmenting effect of charismatic leadership

David A. Waldman; Bernard M. Bass; Francis J. Yammarino

doi:10.1177/105960119001500404

Adding to Contingent-Reward Behavior: The augmenting effect of charismatic leadership

David A. Waldman, Bernard M. Bass, Francis J. Yammarino

Research output: Contribution to journal › Article › peer-review

181 Scopus citations

Abstract

Contingent-reward behavior and charismatic leadership were examined in this study of 186 United States Navy officers. As expected, contingent-reward behavior was significantly related to multiple measures of leader effectiveness. Hierarchical regression was used to show how charisma added unique variance beyond that of contingent-reward behavior for understanding leader effectiveness. Conversely, contingent-reward behavior had no effect beyond that of charisma. Results were discussed in terms of the potential need for charismatic leadership at various management levels to ensure effectiveness.

Original language	English (US)
Pages (from-to)	381-394
Number of pages	14
Journal	Group & Organization Management
Volume	15
Issue number	4
DOIs	https://doi.org/10.1177/105960119001500404
State	Published - Dec 1990
Externally published	Yes

ASJC Scopus subject areas

Arts and Humanities (miscellaneous)
Applied Psychology
Organizational Behavior and Human Resource Management

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10.1177/105960119001500404

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abstract = "Contingent-reward behavior and charismatic leadership were examined in this study of 186 United States Navy officers. As expected, contingent-reward behavior was significantly related to multiple measures of leader effectiveness. Hierarchical regression was used to show how charisma added unique variance beyond that of contingent-reward behavior for understanding leader effectiveness. Conversely, contingent-reward behavior had no effect beyond that of charisma. Results were discussed in terms of the potential need for charismatic leadership at various management levels to ensure effectiveness.",

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AB - Contingent-reward behavior and charismatic leadership were examined in this study of 186 United States Navy officers. As expected, contingent-reward behavior was significantly related to multiple measures of leader effectiveness. Hierarchical regression was used to show how charisma added unique variance beyond that of contingent-reward behavior for understanding leader effectiveness. Conversely, contingent-reward behavior had no effect beyond that of charisma. Results were discussed in terms of the potential need for charismatic leadership at various management levels to ensure effectiveness.

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Adding to Contingent-Reward Behavior: The augmenting effect of charismatic leadership

Abstract

ASJC Scopus subject areas

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