Charismatic leadership and task feedback: A laboratory study of their effects on self-efficacy and task performance

Author(s): Howell, J. M.

Journal/Book: Leadership Quarterly. 1999; 10: 100 Prospect St, PO Box 811, Stamford, CT 06901, USA. Jai Press Inc. 375-396.

Abstract: This article examines the interactive effects of two different leadership styles (charismatic and noncharismatic) and three types of task feedback (internal, external, and no feedback) on individuals' self-efficacy and performance quality over four trials of a manufacturing task. Ninety-nine graduate students manufactured electrical wiring harnesses under the direction of either a charismatic or noncharismatic leader (an experimental confederate). Participants exposed to the charismatic leader had similar task performance regardless of task feedback condition, while participants exposed to the noncharismatic leader differed in their task performance depending on whether or not they received task feedback. Self-efficacy mediated the effect of task feedback and its interaction with charismatic leadership on performance. Explanations and implications of the results are discussed.

Note: Article Shea CM, Univ New Hampshire, Whittemore Sch Business & Econ, Durham,NH 03824 USA

Keyword(s): TRANSFORMATIONAL LEADERSHIP; TRANSACTIONAL LEADERSHIP; QUALITY MANAGEMENT; FIELD EXPERIMENT; PERSONALITY; TQM

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