Using responses (N = 998) from their subordinates, the relationship between leadership and credibility was examined. All three dimensions of credibility (trustworthiness, expertise, and dynamism) were significantly correlated with five behavioral practices of leaders (challenging the process, inspiring a shared vision, enabling others to act, modeling the way, and encouraging the heart) as identified by Kouzes and Posner (1987). Implications for leaders are discussed.
Get full access to this article
View all access options for this article.
References
1.
BassB. M. (1981) Stogdill's ‘Handbook of leadership’. New York: Free Press.
2.
BassB. M. (1985) Leadership and performance beyond expectations. New York: Free Press.
3.
BerloD. K.LemertJ. B.MertzR. J. (1969) Dimensions for evaluating the acceptability of message sources. Public Opinion Quarterly, 33, 563–576.
4.
BurnsJ. M. (1978) Leadership. New York: Harper & Row.
5.
KlaussR.BassB. M. (1982) Interpersonal communication in organizations. New York: Academic Press.
6.
KouzesJ. M.PosnerB. Z. (1987) The leadership challenge. San Francisco, CA: Jossey-Bass.
7.
O'ReillyC. O. (1984) Charisma as communication: the impact of top management credibility and philosophy on employee involvement. Paper presented at the Annual Meeting or the Academy of Management, Boston.
8.
PosnerB. Z.KouzesJ. M. (1988) Development and validation of the Leadership Practices Inventory. Educational and Psychological Measurement, 48, 483–496.
9.
Stoner-ZemelM. J. (1988) Visionary leadership, management, and high performing work units: an analysis of workers' perceptions. Unpublished doctoral dissertation, Univer. of Massachusetts, Amherst.
10.
TichyN. M.DevannaM. A. (1986) The transformational leader. New York: Wiley.
