Branding/Logomark minus Citation Combined Shape Icon/Bookmark-empty Icon/Copy Icon/Collection Icon/Close Copy 7 no author result Created with Sketch. Icon/Back Created with Sketch. Match!
Robert J. House
University of Pennsylvania
95Publications
53H-index
27.8kCitations
Publications 95
Newest
Published on Apr 17, 2018
Frederick I. Herzberg , Robert J. House53
Estimated H-index: 53
+ 9 AuthorsHenry Mintzberg
Source Cite
Published on Jan 1, 2018
Boas Shamir40
Estimated H-index: 40
,
Robert J. House53
Estimated H-index: 53
,
Michael B. Arthur38
Estimated H-index: 38
Abstract The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader b...
Source Cite
Published on Jul 1, 2017in Journal of Applied Psychology 4.64
John Antonakis30
Estimated H-index: 30
(UNIL: University of Lausanne),
Robert J. House53
Estimated H-index: 53
(UPenn: University of Pennsylvania),
Dean Keith Simonton55
Estimated H-index: 55
(UC Davis: University of California, Davis)
Although researchers predominately test for linear relationships between variables, at times there may be theoretical and even empirical reasons for expecting nonlinear functions. We examined if the relation between intelligence (IQ) and perceived leadership might be more accurately described by a curvilinear single-peaked function. Following Simonton’s (1985) theory, we tested a specific model, indicating that the optimal IQ for perceived leadership will appear at about 1.2 standard deviations ...
14 Citations Source Cite
Published on Jan 1, 2016
Robert J. House53
Estimated H-index: 53
,
Jyuji Misumi1
Estimated H-index: 1
Published on Nov 10, 2014
John Antonakis30
Estimated H-index: 30
,
Robert J. House53
Estimated H-index: 53
Source Cite
Published on Feb 1, 2013in Journal of Leadership & Organizational Studies 1.67
Andre L. Delbecq18
Estimated H-index: 18
(Santa Clara University),
Robert J. House53
Estimated H-index: 53
(UPenn: University of Pennsylvania)
+ 1 AuthorsNarda R. Quigley11
Estimated H-index: 11
(Villanova University)
We examined implicit or subconscious antecedents of CEO behavior and the effects on their direct subordinates. Specifically, we explored the relationships between (a) power, achievement, and affiliation motives and (b) charismatic, instrumental, and participative leadership behaviors. We then examined the influence of leadership types on three outcomes: follower motivation, performance, and teamwork. Based on analyses of interviews and surveys of 28 CEOs and 56 of their immediate followers (2 pe...
9 Citations Source Cite
Published on Jan 1, 2013
John Antonakis30
Estimated H-index: 30
,
Robert J. House53
Estimated H-index: 53
3 Citations Source Cite
Published on Jan 1, 2013
John Antonakis30
Estimated H-index: 30
,
Robert J. House53
Estimated H-index: 53
Abstract In this chapter, we briefly trace the history of the neo-charismatic movement and review Bass and Avolio’s full-range leadership theory (FRLT). We present the FRLT as the flame bearer of the movement, and argue that it should be used as a platform to integrate similar leadership theories. We identify conditions that may moderate the factor structure of the FRLT, and review the validity of the Multifactor Leadership Questionnaire – the instrument underlying the FRLT. Furthermore, we iden...
103 Citations Source Cite
Published on Oct 1, 2012in Journal of World Business 3.99
Peter W. Dorfman28
Estimated H-index: 28
(NMSU: New Mexico State University),
Mansour Javidan28
Estimated H-index: 28
(ASU: Arizona State University)
+ 2 AuthorsRobert J. House53
Estimated H-index: 53
(UPenn: University of Pennsylvania)
Since its inception in the early 1990s, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project has investigated the complex relationship between societal culture and organizational behavior. The focus of this paper is on leadership, specifically what we know and have learned from the GLOBE project so far. Among other findings, we demonstrate that national culture indirectly influences leadership behaviors through the leadership expectations of societies. In other words, ...
175 Citations Source Cite
Published on Jan 1, 2010in International Journal of Advertising 2.49
Robert J. House53
Estimated H-index: 53
(UPenn: University of Pennsylvania),
Narda R. Quigley11
Estimated H-index: 11
(Villanova University),
Mary F. Sully de Luque12
Estimated H-index: 12
(ASU: Arizona State University)
Numerous calls have been made for further application of the Project GLOBE cultural framework (cf. House et al . 2004) in the global advertising literature (e.g. Terlutter et al. 2006; Okazaki & Mueller 2007; Diehl et al. 2008b). Similarly, we argue that the present literature could benefit from greater inclusion of the cross-cultural theoretical framework and empirical findings from the GLOBE study to understand societal-level cultural variability between and among consumers across the world. T...
58 Citations Source Cite
123456789