Transactors, transformers and beyond: A multi‐method development of a theoretical typology of leadership

Abstract

Extends the transactional‐transformational model of leadership by deductively developing four theoretical behavioral types of leadership based on a historical analysis of leadership literature. Then, in an exploratory empirical phase, uses two data sets to inductively develop alternative models of leadership types. Finally, with a third data set, tests several theoretically plausible typologies using second‐order confirmatory factor analysis (CFA). The results of the CFA generally support the existence of four leadership types: directive leadership, transactional leadership, transformational leadership, and empowering leadership.

Citation

Pearce, C.L., Sims, H.P., Cox, J.F., Ball, G., Schnell, E., Smith, K.A. and Trevino, L. (2003), "Transactors, transformers and beyond: A multi‐method development of a theoretical typology of leadership", Journal of Management Development, Vol. 22 No. 4, pp. 273-307. https://doi.org/10.1108/02621710310467587