{"corpus_id":145758714,"paper_sha":"2ea45143997fd3d4fcc9b15adaeda6fdb0e2af7d","doi":"10.1111/J.1559-1816.2002.TB00252.X","arxiv_id":null,"pmid":null,"pmcid":null,"mag_id":2081212009,"dblp_id":null,"acl_id":null,"title":"Charismatic Leadership and Cooperation in Social Dilemmas: A Matter of Transforming Motives?1","year":2002,"publication_date":"2002-05-01","venue":"","journal":{"name":"Journal of Applied Social Psychology","pages":"997-1016","volume":"32"},"journal_issn":null,"journal_title":null,"publication_types":[],"pubmed_pub_types":null,"s2_fields_of_study":["Psychology"],"reference_count":41,"citation_count":100,"influential_citation_count":8,"is_open_access":false,"arxiv_categories":null,"arxiv_license":null,"arxiv_journal_ref":null,"mesh_headings":null,"chemicals":null,"comments_corrections":null,"source_flags":1,"s2_open_access_pdf_url":null,"s2_open_access_landing_url":null,"s2_open_access_license":null,"s2_open_access_status":null,"pmc_open_access_pdf_url":null,"pmc_open_access_landing_url":null,"pmc_open_access_license":null,"pmc_open_access_status":null,"unpaywall_open_access_pdf_url":null,"unpaywall_open_access_landing_url":null,"unpaywall_open_access_license":null,"unpaywall_open_access_status":null,"abstract":"The present experiment examined whether leaders high in charisma are able to motivate decision‐makers to cooperate more in a public goods dilemma. On the basis of charismatic leadership theories, it was expected that a charismatic leader would be able to transform people's motives beyond self‐interest, consequently increasing cooperation. This transformation effect was expected to occur among individuals aimed at maximizing their own self‐interest (i.e., pro‐selfs), but not among those aimed at maximizing joint or collective outcomes (i.e., pro‐socials). Furthermore, leader's charisma was experimentally manipulated by means of describing the leader as either self‐sacrificing or benefiting. The results revealed that self‐sacrificing leaders, contrary to benefiting leaders, were perceived as more charismatic and were able to motivate decision‐makers to cooperate more. The latter effect appeared to be more pronounced among pro‐selfs rather than pro‐socials, as such supporting the transformational idea of charismatic leaders. Further results showed that this behavioral effect was mediated by perceptions of legitimacy. The meaning and conception of charismatic leadership in decision‐making situations are discussed by using insights from the social dilemma and charismatic leadership literature.","claims":[{"public_id":"cl_aeaca655e4eb8d7087fdc68341b66d38","status":"active","text":"Self-sacrificing leaders were perceived as more charismatic and were able to motivate decision-makers to cooperate more in a public goods dilemma.","confidence":0.95,"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/claims/cl_aeaca655e4eb8d7087fdc68341b66d38"},{"public_id":"cl_3cfad3a296219bb745f9a8b1c132a5b8","status":"active","text":"The behavioral effect of charismatic leadership on cooperation was mediated by perceptions of legitimacy.","confidence":0.85,"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/claims/cl_3cfad3a296219bb745f9a8b1c132a5b8"},{"public_id":"cl_3a5b80d08bdc66b64c4ca4150271ef45","status":"active","text":"The cooperation-enhancing effect of charismatic leaders was more pronounced among pro-selfs than among pro-socials, supporting the transformational idea of charismatic leaders.","confidence":0.9,"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/claims/cl_3a5b80d08bdc66b64c4ca4150271ef45"}],"concepts":[{"public_id":"co_15aa81f3484bced031c3b927ab818159","status":"active","name":"perceptions of legitimacy","description":"The perceived legitimacy of the leader, which mediated the effect of charisma on cooperation.","types":["mediator"],"aliases":[],"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/concepts/co_15aa81f3484bced031c3b927ab818159"},{"public_id":"co_21c93b78f8b1f62cb4242412701c9646","status":"active","name":"pro-selfs","description":"Individuals aimed at maximizing their own self-interest.","types":["participant type"],"aliases":[],"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/concepts/co_21c93b78f8b1f62cb4242412701c9646"},{"public_id":"co_3fd13c645779586ef631ac2d75e2b91b","status":"active","name":"charismatic leadership","description":"Leadership style that transforms followers' motives beyond self-interest, experimentally manipulated via self-sacrificing vs. benefiting descriptions.","types":["construct","theory"],"aliases":[],"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/concepts/co_3fd13c645779586ef631ac2d75e2b91b"},{"public_id":"co_45c80da71168e620257f6052edc90bc6","status":"active","name":"cooperation","description":"The level of contribution decision-makers make in a public goods dilemma.","types":["outcome"],"aliases":[],"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/concepts/co_45c80da71168e620257f6052edc90bc6"},{"public_id":"co_6d31113b36c9eb3ef8a7612ecad64357","status":"active","name":"pro-socials","description":"Individuals aimed at maximizing joint or collective outcomes.","types":["participant type"],"aliases":[],"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/concepts/co_6d31113b36c9eb3ef8a7612ecad64357"},{"public_id":"co_7464b2eaf2523305176982d5f2291e50","status":"active","name":"public goods dilemma","description":"A social dilemma where individual contributions produce a collective good, used as the experimental task.","types":["experimental paradigm"],"aliases":[],"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/concepts/co_7464b2eaf2523305176982d5f2291e50"},{"public_id":"co_9a4a0bd6a8dac881780170b4584a7154","status":"active","name":"benefiting leaders","description":"Leaders described as benefiting from their position, used as the comparison condition to self-sacrificing leaders.","types":["experimental condition"],"aliases":[],"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/concepts/co_9a4a0bd6a8dac881780170b4584a7154"},{"public_id":"co_d3e6317e9195d45fda89476138f4f9e9","status":"active","name":"self-sacrificing leaders","description":"Leaders described as sacrificing their own interests for the group, used to manipulate charisma in the experiment.","types":["experimental condition"],"aliases":[],"contributors":[{"id":32,"public_id":"7c402c1b98","public_label":"뀨 (7c402c1b98)","roles":["extraction"],"url":"https://sah.borca.ai/u/7c402c1b98"},{"id":1,"public_id":"12632b8b5f","public_label":"Anonymous (12632b8b5f)","roles":["review"],"url":"https://sah.borca.ai/u/12632b8b5f"}],"url":"https://sah.borca.ai/concepts/co_d3e6317e9195d45fda89476138f4f9e9"}],"external_ids":{"DOI":"10.1111/J.1559-1816.2002.TB00252.X","ArXiv":null,"PubMed":null,"PubMedCentral":null,"MAG":2081212009,"DBLP":null,"ACL":null},"open_access":{"is_open_access":false,"pdf_url":null,"landing_url":"https://sah.borca.ai/papers/145758714","source":null,"pdf_url_source":null,"license":null,"reason":"pdf_url_not_indexed"},"reference_availability":{"status":"available","references_indexed":true,"full_text_available":false,"full_text_source":null,"count_basis":"semantic_scholar_metadata","extraction_status":"not_applicable","reason":null},"source":{"provider":"episteme2","base_corpus":"semantic_scholar_dump","freshness_mode":"unknown","basis":["semantic_scholar_metadata","postgres_metadata"],"limits":["paper metadata is based on indexed upstream scholarly datasets","claims and concepts are available only for extracted papers","absence of claims or concepts means no extracted graph data is available in this response"],"status":"available","degraded":false,"degraded_reasons":[],"diagnostics":{"status":"available","degraded":false,"degraded_reasons":[],"metadata_status":"available","graph_status":"available","abstract_status":"available"},"source_flags":1},"paper_id":636431,"paper_uid":"ec54e789-a38a-4366-b7a7-9245068d65eb","canonical_identity":{"paper_id":636431,"paper_uid":"ec54e789-a38a-4366-b7a7-9245068d65eb","identity_status":"available","lookup_basis":"semantic_scholar_external_id","compatibility_path":"corpus_id"},"url":"https://sah.borca.ai/papers/145758714"}