TeamResearch News

Charismatic Leaders Open Followers to Change

Charismatic leaders increase their followers' acceptance of change, by controlling their expressions of emotion (not the emotions themselves), according to a study by business doctoral candidate Kevin Groves of California State University. For his dissertation, Groves tested a complex model for the effects of leader behaviors, follower types, and company culture on change and leader effectiveness.

Groves sent questionnaires to 108 managers in 64 firms and to at least two of their direct subordinates each (a total of 325 followers). The firms were in different industries; about three-quarters were government or nonprofit agencies. Leaders' questions were written in a way to disguise the fact that Groves was looking at emotional traits and behaviors. Followers were asked about their leader's behaviors and effectiveness—defined as "the extent to which their leader accomplished the goals and objectives of their work units"—and their own openness to change. Both groups were asked how much change had occurred in the firm in the previous year.

One of the ethics that sets good science apart from bad (and most nonscientific endeavors) is the willingness to admit when the scientist is wrong. Groves says two of the six main ideas he tested, called "hypotheses," were incorrect, but four were backed by the results:

A leader's skills at conveying emotion and adjusting behavior to fit the situation affected how "charismatic" they were considered.
Their skill at controlling their emotions internally did not, as predicated, relate to ratings of charisma.
Charismatic leadership increased a follower's openness to company change.
Charismatic leaders were seen as more effective, though less so by followers less open to change.
The amount of change in the prior year had no effect on leadership effectiveness ratings.

Compared to five other models about how all this fits together, Groves' fit the data best. Basically, knowing how and when to use which emotional expressions to get your desired result increases your followers' willingness to create positive change in your organization, and your own appearance of effectiveness. Groves says organizations should consider social and emotional skills when hiring managers, and add training in these skills to executive development programs.

Source: Groves, K. (05), "Linking Leader Skills, Follower Attitudes, and Contextual Variables via an Integrated Model of Charismatic Leadership," Journal of Management 31(2):255.

TeamResearch News summarizes the latest information from studies or expert articles on business teams. It is published as a free service of TeamTrainers Consulting.