Adding to Contingent-Reward Behavior
- 1 December 1990
- journal article
- research article
- Published by SAGE Publications in Group & Organization Studies
- Vol. 15 (4), 381-394
- https://doi.org/10.1177/105960119001500404
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.Keywords
This publication has 22 references indexed in Scilit:
- Transformational Leadership in a Management Game SimulationGroup & Organization Studies, 1988
- Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership.Journal of Applied Psychology, 1988
- Transformational Leadership and the Falling Dominoes EffectGroup & Organization Studies, 1987
- Biography and the Assessment of Transformational Leadership at the World-Class LevelJournal of Management, 1987
- EXPLAINING THE BIASING EFFECTS OF PERFORMANCE CUES IN TERMS OF COGNITIVE CATEGORIZATION.The Academy of Management Journal, 1986
- Toward effective supervision: An operant analysis and comparison of managers at work.Journal of Applied Psychology, 1986
- PROJECT PERFORMANCE AND THE LOCUS OF INFLUENCE IN THE R&D MATRIX.The Academy of Management Journal, 1985
- Management styles associated with organizational, task, personal, and interpersonal contingencies.Journal of Applied Psychology, 1975
- Extensions of a path-goal theory of motivation.Journal of Applied Psychology, 1974
- A Path Goal Theory of Leader EffectivenessAdministrative Science Quarterly, 1971