Self-sacrificial behavior in crisis situations: The competing roles of behavioral and situational factors

Self-sacrificial behavior in crisis situations: The competing roles of behavioral and situational... As charismatic and transformational leadership theories have broadened their perspective to include situational factors (i.e., crisis), it is important to understand how specific leader behaviors might interact with such situations. Recently, Choi and Mai-Dalton (Leadersh. Q. 10 (1999) 397; Leadersh. Q. 9 (1998) 475) have given both empirical and theoretical attention to the behavior of self-sacrifice, which is an important facet of both Transformational (Organ. Dyn. 13 (1985) 26) and Charismatic Leadership Theories (Acad. Manage. Rev. 12 (1987) 637; House, R. J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge (pp. 189–207). Carbondale: Southern Illinois University Press). The present experimental study investigates the effects of self-sacrificial behavior, along with the effects of situational crisis on followers' perceptions of their leader's charisma and organizational commitment. Leaders are perceived particularly well when exhibiting self-sacrificial behavior in times of crisis. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Leadership Quarterly Elsevier

Self-sacrificial behavior in crisis situations: The competing roles of behavioral and situational factors

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Publisher
Elsevier
Copyright
Copyright © 2004 Elsevier Inc.
ISSN
1048-9843
DOI
10.1016/j.leaqua.2004.02.001
Publisher site
See Article on Publisher Site

Abstract

As charismatic and transformational leadership theories have broadened their perspective to include situational factors (i.e., crisis), it is important to understand how specific leader behaviors might interact with such situations. Recently, Choi and Mai-Dalton (Leadersh. Q. 10 (1999) 397; Leadersh. Q. 9 (1998) 475) have given both empirical and theoretical attention to the behavior of self-sacrifice, which is an important facet of both Transformational (Organ. Dyn. 13 (1985) 26) and Charismatic Leadership Theories (Acad. Manage. Rev. 12 (1987) 637; House, R. J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge (pp. 189–207). Carbondale: Southern Illinois University Press). The present experimental study investigates the effects of self-sacrificial behavior, along with the effects of situational crisis on followers' perceptions of their leader's charisma and organizational commitment. Leaders are perceived particularly well when exhibiting self-sacrificial behavior in times of crisis.

Journal

The Leadership QuarterlyElsevier

Published: Apr 1, 2004

References

  • On the leadership function of self-sacrifice
    Choi, Y; Mai-Dalton, R.R
  • Crisis and the emergence of charismatic leadership in groups: An experimental investigation
    Pillai, R

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