Charismatic Leadership and Task Feedback : A Laboratory Study of Their Effects on Self-Efficacy and Task Performance  

Oleh:

Howell, Jane M. ; Shea, Christine M.

Jenis: Article from Bulletin/Magazine
Dalam koleksi: Leadership Quarterly, The vol. 10 no. 3 (1999), page 375-396.
Topik: Performance; charismatic leadership; task feedback; effects; self - efficacy; task performance

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: LL7.4 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

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.

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