Exploring charismatic leadership in the public sector : measurement and consequences
By: JAVIDAN, Mansour
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Contributor(s): WALDMAN, David A.
Material type: 
ArticlePublisher: Malden, MA : Blackwell Publishers, mar./apr.2003Public Administration Review: PAR 63, 2, p. 229-242Abstract: A survey of more than 203 middle and uppermiddle managers that assessed their superiors (N=51) in the Canadian public sector showed that charismatic leadership in such a setting comprises four dimensions: (1) energy and determination; (2) vision; (3) challenge and encouragement; and (4) risk taking. However, such leadership is only modestly related to motivational consequences and is not significantly related to unit performance. We discuss our findings in terms of their theoretical implications for leadership research in general and for the public sector in particular.
A survey of more than 203 middle and uppermiddle managers that assessed their superiors (N=51) in the Canadian public sector showed that charismatic leadership in such a setting comprises four dimensions: (1) energy and determination; (2) vision; (3) challenge and encouragement; and (4) risk taking. However, such leadership is only modestly related to motivational consequences and is not significantly related to unit performance. We discuss our findings in terms of their theoretical implications for leadership research in general and for the public sector in particular.
Public Administration Review PAR
March/April 2003 Volume 63 Number 2
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