Testing Behling and McFillen’s Syncretical Model of Charismatic Transformational Leadership

• Published in: Group & organization management Vol. 31; no. 2; pp. 237 - 263
• Main Authors: Mccann, John A. J., Langford, Peter H., Rawlings, Robert M.
• Format: Journal Article
• Language: English
• Published: Thousand Oaks, CA Sage Publications 01.04.2006; SAGE PUBLICATIONS, INC
• Subjects: Attitudes; Behavior; Behaviour in groups; Beliefs; Charismatic leaders; Commitments; Empirical research; Employee attitude; Intergroup relations; Job performance; Leadership; Organizational behavior; Questionnaires; Studies; Transformational leadership; transformational; commitment; charismatic; leadership
• ISSN: 1059-6011; 1552-3993
• DOI: 10.1177/1059601104273061

This study examines charismatic transformational leadership behaviors, follower beliefs, and organizational commitment. It tests the mediational relationships hypothesized by Behling and McFillen’s Syncretical Model of Charismatic Transformational Leadership. Self-report questionnaires were completed by 178 followers, relating to 29 leaders in 17 organizations. Mediational analyses found that the follower beliefs of awe and inspiration mediated the effect of charismatic transformational leader behaviors on commitment, although not in the pattern predicted by Behling and McFillen. A structural equation model suggested that awe and inspiration, but not empowerment, mediated the effect of leader behaviors on commitment, with leader behaviors being most strongly related to the follower belief of awe, and commitment being most strongly related to the follower belief of inspiration.