Table of Contents

The Handbook of Research on Top Management Teams

The Handbook of Research on Top Management Teams

Elgar original reference

Edited by Mason A. Carpenter

This Handbook presents original research and theory on executives, top management teams, and boards of directors and illustrates the vital importance of this field of study.

Chapter 5: Charismatic Leadership, Social Networks, and Goal Setting Among US and Chinese Executives

Alexander D. Stajkovic, Mason A. Carpenter and Scott D. Graffin

Subjects: business and management, human resource management, research methods in business and management, politics and public policy, leadership, research methods, research methods in business and management


Alexander D. Stajkovic, Mason A. Carpenter, and Scott D. Graffin We integrate three widely studied theories, from three management disciplines, which have not seen such integration in the literature. We integrate theories of charismatic leadership (leadership field), social networks (strategy), and goal setting (organizational behavior) to propose that: (1) charismatic leaders tend to attract more followers; (2) as a result, they will be able to form more extensive social networks; (3) those leaders with more extensive social networks will exhibit higher career aspiration operationalized through the setting of challenging career goals; (4) charismatic leadership would not directly lead to setting of more challenging goals without the aid (mediation) of one’s social network, and (5) these relationships may vary across national cultures. Using cross-cultural samples of executives from the US and China, we find a positive relationship between a leader’s charisma and the size of his/her social network, which then positively relates to that leader’s setting of challenging career goals (see Figure 5.1). These new insights (further elaborated below) would not have been possible without the theory integration process. That is, while social network theory frequently makes an economics-based argument that networks are formed mostly because people want to gain some material/financial benefit from it, no arguments are made that networks may be formed also because people are psychologically attracted to the charismatic leadership. Also, there is no linking in the present literature of social networks potentially being Cultural context Cultural context Charismatic leadership behavior Social network extensiveness Career goals Part...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information