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

Craig L. Pearce (Peter F. Drucker Graduate School of Management, Claremont Graduate University, Claremont, California, USA)
Henry P. Sims Jr (R. H. Smith School of Business, University of Maryland, College Park, Maryland, USA)
Jonathan F. Cox (Center for the Study of Work Teams, University of North Texas, Denton, Texas, USA)
Gail Ball (Department of Distance Education, The Pennsylvania State University, University Park, Pennsylvania, USA)
Eugene Schnell (Johns Hopkins University, Baltimore, Maryland, USA)
Ken A. Smith (School of Business, Syracuse University, Syracuse, New York, USA)
Linda Trevino (Frank and Mary Jean Smeal School of Business, Pennsylvania State University, University Park, Pennsylvania, USA)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 May 2003

11219

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.

Keywords

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

Publisher

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MCB UP Ltd

Copyright © 2003, MCB UP Limited

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