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Robert J. House
University of Pennsylvania
93Publications
52H-index
30.5kCitations
Publications 93
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#2Robert J. HouseH-Index: 52
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#1Boas ShamirH-Index: 41
#2Robert J. HouseH-Index: 52
Last.Michael B. ArthurH-Index: 39
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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...
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#1John Antonakis (UNIL: University of Lausanne)H-Index: 32
#2Robert J. House (UPenn: University of Pennsylvania)H-Index: 52
Last.Dean Keith Simonton (UC Davis: University of California, Davis)H-Index: 57
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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 ...
16 CitationsSource
#1Robert J. HouseH-Index: 52
#2Jyuji MisumiH-Index: 1
#1John AntonakisH-Index: 32
#2Robert J. HouseH-Index: 52
Source
#1John Antonakis (UNIL: University of Lausanne)H-Index: 32
#2Robert J. House (UPenn: University of Pennsylvania)H-Index: 52
Abstract Leaders must scan the internal and external environment, chart strategic and task objectives, and provide performance feedback. These instrumental leadership (IL) functions go beyond the motivational and quid-pro quo leader behaviors that comprise the full-range—transformational, transactional, and laissez faire—leadership model. In four studies we examined the construct validity of IL. We found evidence for a four-factor IL model that was highly prototypical of good leadership. IL pred...
79 CitationsSource
#1Andre L. Delbecq (Santa Clara University)H-Index: 15
#2Robert J. House (UPenn: University of Pennsylvania)H-Index: 52
Last.Narda R. Quigley (Villanova University)H-Index: 11
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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 affili...
10 CitationsSource
#1John AntonakisH-Index: 32
#2Robert J. HouseH-Index: 52
32 CitationsSource
#1John AntonakisH-Index: 32
#2Robert J. HouseH-Index: 52
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 identify theo...
107 CitationsSource
#1Peter W. Dorfman (NMSU: New Mexico State University)H-Index: 29
#2Mansour Javidan (ASU: Arizona State University)H-Index: 29
Last.Robert J. House (UPenn: University of Pennsylvania)H-Index: 52
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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, ...
187 CitationsSource
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