FN ISI Export Format VR 1.0 PT J TI Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance AF Nohe, Christoph Michaelis, Björn Menges, Jochen I. Zhang, Zhen Sonntag, Karlheinz AU Nohe, C Michaelis, B Menges, JI Zhang, Z Sonntag, K SO The Leadership Quarterly SN 1048-9843 VL 24 BP 378 EP 389 PY 2013 DE Bottom-up relationship;Commitment to change;Multilevel mediation;Perceived charisma;Team performance AB Abstract What makes people perceive a leader as charismatic, and how do team leaders obtain performance outcomes from their followers? We examine leaders in times of organizational change and investigate the mechanisms through which leaders’ change-promoting behaviors are associated with team performance. In a multilevel mediation model, we propose that the indirect relationship between change-promoting behaviors and team performance is sequentially transmitted through followers’ perceptions of charisma and followers’ commitment to change. A study of 33 leaders and 142 followers provides empirical support for the model, using multilevel structural equation modeling to analyze top-down relationships between leaders and followers and bottom-up relationships between followers and team outcomes. Results suggest that team leaders are perceived as more charismatic when they engage in change-promoting behaviors. These behaviors facilitate team performance through individual followers’ perceived charisma and commitment to change. DI 10.1016/j.leaqua.2013.02.001 ER