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The Power and Peril of Awe in Leadership: Transforming Follower Identity and Behavior

Jack McGuire¹; Daniel J. McAllister²; Jochen I. Menges³; David De Cremer⁴

¹ Singapore Management University · ² National University of Singapore · ³ University of Zurich · ⁴ Universidad del Noreste

Awe is a profound emotion that has captured significant attention within psychological research. While the potential for leaders to inspire awe in followers has received some recognition, systematic research on the nature and effects of awe in leadership—and within organizational contexts more broadly—remains limited. In this article, we offer a conceptual framework that explains the multifaceted and transformative nature of leadership through the power of awe. Specifically, we identify four leader behaviors—charismatic leadership tactics, exceptional performance, problem reframing, and self-sacrificial behavior—that elicit awe among followers. We further propose three variants of awe-inspiring leaders, describing how variation in a leader’s self-construal (independent, collective-interdependent, or humanity) differentially orients followers toward hero worship, in-group favoritism, or universal prosociality through follower identification processes. Finally, we argue that a leader’s zero-sum beliefs either intensify or weaken these behavioral consequences. By advancing this framework, we hope to stimulate further research on the effects of awe within organizations and deepen our understanding of how this transformative emotion shapes identity, behavior, and more.

DOI

10.5465/amr.2022.0282

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