Subject Index

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition

ISBN: 978-1-78190-599-9, eISBN: 978-1-78190-600-2

ISSN: 1479-3571

Publication date: 27 June 2013

This content is currently only available as a PDF

Citation

(2013), "Subject Index", Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (Monographs in Leadership and Management, Vol. 5), Emerald Group Publishing Limited, Leeds, pp. 487-498. https://doi.org/10.1108/S1479-357120130000005034

Publisher

:

Emerald Group Publishing Limited

Copyright © 2013 Emerald Group Publishing Limited


INDEX

Many terms have been used in the text to describe different and similar styles of leadership, and it would not be appropriate to provide cross-references between them all. In each context the particular term used has been indexed. To access related information the reader should consult entries for the following leadership styles:

CEO, charismatic, contingent reward, FRLT, group, heroic, hierarchic, ideological, inspirational, instrumental, laissez-faire, mixed style, professional, role motivation, socialized, socialized charismatic, strategic, task, transactional, transactional contingent reward, transformational, visionary.

absolute values
, 115

achievement motivation
, 24

adaptability
, 403, 464

enhancing adaptability
, 400, 404–405, 408, 409, 410, 413, 420, 465

affliation motivation
, 25

anger
, 252, 310, 311, 314, 316, 318, 320, 322, 331, 462

attachment behaviors
, 250–251, 252

attachment theory
, 250–253, 265

Adult Attachment Interview
, 255

analysis of relational processes
, 252–253

attachment styles
, 251

avoidant attachment
, 252

infant attachment
, 251

internal working models
, 251

attributed charisma
, 9, 42, 46, 48, 52, 53, 56, 57, 62, 64

attributes
, 132, 250, 305, 402

borderline
, 461

automation
, 342, 440

Bass, Bernard
, 45, 111–123, 439–447

contributions
, 3–5

five leadership categories
, 9–10

new leadership models
, 4, 19, 405

transactional/transformational theory
, 9, 402

see also FRLT

behavior

borderline
, 461

behavioral sciences
, 442, 443

Bin Laden, Osama
, 112

borderline attributes
, 461

borderline behavior
, 461

Burns, J. M.

leadership theory
, 7, 95, 174, 241, 402, 451

care for others
, 242, 244–246, 254

CEO (chief executive officer) leadership
, 14, 229–232, 459–460

charisma and performance
, 201–202, 208

empirical evidence
, 210–211

environmental uncertainty
, 208–209, 215–216, 220–223

executive succession
, 203–204

executive tenure
, 203

executive’s functional background
, 203

executive’s role
, 380

implementation of strategic decisions
, 207–208

interaction with charismatic leadership
, 207

key behaviors
, 207

personal and leadership characteristics
, 204

research
, 213–222

role modelling
, 208

stimulating cohesion
, 208

strategic change
, 211–213

upper echelons theory
, 206–207

values
, 205, 207, 208

chaos and leadership
, 119–120

charisma
, 5, 6, 8, 14

attributed
, 9

corrected correlations ethical charisma
, 49

majestic charisma
, 212, 377

and narcissism
, 231, 281–283

personalized
, 112, 128, 151, 161, 182, 240, 253, 267, 320, 450, 458

socialized
, 26, 123, 128, 151, 153, 196, 241, 302, 319, 320, 450, 457

and stigma
, 269–287, 293

unethical charisma
, 435, 465

charismatic leadership
, 125–151, 176–186

American democratic performance
, 123

attribution of charisma
, 172

behavior analysis
, 146

behavioral evaluation
, 139

behavioral observation
, 136

behaviors
, 126, 128, 133, 137, 138, 140, 143

biographies selected for study
, 135–136

borderline behavior
, 161

career point behavior changes
, 139–140, 144–145

CEO charisma
, 14, 208, 222, 230, 459

cognitive processing research
, 293

compared with ideological
, 128, 133, 137, 138, 140, 143

Conger and Kanungo’s theory
, 128, 143–151

Desirability
, 17, 90

distinguished from other styles
, 8, 127, 153, 172–176

distrusted by Founding Fathers
, 122

emotion framework
, 312–315

and emotions
, 143

empowering behaviors
, 168, 171–172, 174, 175

environmental context
, 14

focussing on Bass’s five categories
, 166–167

follower-centered models
, 143, 309–310, 315

heroic charisma
, 111–112

idealization
, 88–89

influence processes
, 78, 79, 301, 321, 400, 462, 465

interactive building-up
, 293–294

interdependency-oriented models
, 95

leader-centered models 170–171

leader relationships
, 170–171

majestic charisma
, 212, 377

military organizations
, 14, 352, 391

missionary charisma
, 7–8, 168–172

moral perspectives
, 450

paternalistic charisma
, 247–248

performance of leaders in crises
, 181–182

personal behaviors
, 168–170

personalized charismatics
, 111–112, 128, 151, 161, 181–182, 197, 240, 253, 267, 320–321, 450

prescriptive mental models
, 125–126, 133, 155, 456

Pygmalion effect
, 10, 78, 338, 340, 342, 347, 350–351, 353, 354, 463

research deficits
, 295

research results
, 365

role motivation theory implications
, 365–382

sample for prescriptive mental models
, 125–126, 133, 155, 456

socialized charismatics
, 26, 122, 128, 151, 196, 319–320

strategic change
, 211–213, 220, 459

upper echelons theory
, 201–223

vision in follower motivation
, 127–128

vision tested by mental models
, 128–132

Weber’s three dimensions
, 168–172

chief executive officer see CEO

childhood influences

attachment theory
, 250–253, 265–268

psychological infrastructure
, 240–249

socialized charismatic leaders
, 122–123, 196, 319, 450

China

leadership styles
, 115

Christ
, 418

civil society
, 120

cognitive skills
, 22, 26

cohesion
, 207, 318, 369, 415–416

work group cohesion scale
, 416

collectivist societies
, 16

emergence of leadership
, 23–24

communication and cooperation
, 416

work group characteristics
, 416–417

communications
, 136, 184, 440

complexity
, 119, 155

and leadership
, 440

computers

in decision process
, 372, 440

early predictions on impact
, 443

on-line
, 440

Conger, J. A.
, 8

Conger and Kanungo’s theory
, 20, 94, 168, 170–171, 184

contingent reward leadership
, 10, 17

transactional leadership factor
, 42, 72

contingent reward scale
, 52, 63, 64

correlation with outcome
, 56, 63–64

crisis
, 178

and charismatic followership
, 176–179, 458

Declaration of Human Rights of the United Nations
, 120

Declaration of Independence (United States)
, 116, 122–123

deviant behavior
, 435

Downton, J. V.
, 5

leadership theory
, 5–7

dyadic models of leadership
, 91–92

education see management education

emotion

and leadership research
, 304–312

positive and negative
, 302–303, 318

emotion framework
, 312–315

application
, 315–322

emotion-coping skills
, 307

emotional intelligence
, 304–312

ability-oriented model
, 305–306

and leadership effectiveness
, 306–307

emotions
, 299–322

identification and use
, 302–303

empathy
, 305

empowering behaviors
, 171–172

charismatic leadership
, 168–172

enhancing adaptability
, 400, 404–405, 410, 413, 414

and transformational leadership
, 404–405

entrepreneurial jungle fighter
, 173

environmental conditions
, 12, 14, 17, 22

and charismatic effect
, 170, 176

executives see CEO leadership

exploration behavior system
, 49, 251

Federalist Papers
, 111, 112, 113

five “i”s
, 9–10

idealized influence (behaviors)
, 9

individualized consideration, inspirational
, 9–10

motivation, intellectual stimulation
, 10

see also idealized influence (attributed)
, 9

followers

altruistic motivation
, 94

characteristics
, 178, 301, 458

charismatic followership
, 176–185

collective self
, 83–85, 90, 92, 95

dependency
, 94

emotional bonding with leaders
, 238

empowerment
, 93, 95, 97, 104

follower outcomes
, 104

followers’ contribution to relationship
, 265

growth and empowerment
, 93–94

idealization-needs
, 89

individuals/ groups
, 24, 40, 42, 49

levels of self-identity
, 81–82

personal identification
, 80, 93–95, 104–106

relational interactions
, 94

relational self
, 82–89, 455

response to Pygmalion effect
, 78, 337, 338, 341

social identification
, 80–81, 92–96

unification-needs
, 153, 170, 177

work facilitation
, 22, 36

Founding Fathers

commitment to democratic liberty
, 122

concern for order
, 119

distrust of charismatic leadership
, 122, 172

fear of popular government
, 118

FRLT see Full-Range Leadership Theory (FRLT)

Full-Range Leadership Theory (FRLT)
, 3–27

conception of FRLT
, 5–7

dispositional variables
, 23–27

extension
, 8

factor comparison
, 21

factor structure (five “i”s)
, 9–10

gaps
, 19

integration of related theories
, 7–8

leadership and culture
, 16

leadership motive pattern
, 23–24

leadership outcomes
, 10–11

MLQ see Multifactor Leadership Questionnaire

multisample analysis
, 12

transformational behaviors
, 11

universality
, 11–13

gender

variation in leadership style
, 15

genetic influences

personality traits
, 247

global economy
, 445

goal attainment
, 9, 129

key goals
, 130

key impinging causes
, 130

goal facilitation
, 17, 22

grounded theory methodology
, 401

group leadership

role motivation theory
, 374

theory development
, 389

“heroic”
, 111

heroic leadership
, 112, 122, 371, 372

distrusted by Founding Fathers
, 111–112

hierarchic leadership
, 371–372

role motivation theory
, 371–372

theory development
, 371–372

House, R.J.

House and Shamir’s theory
, 20, 22

leadership theory
, 3–27, 35–36

human rights
, 120

humor
, 414–415

measure applied to SPL
, 416

idealized influence
, 79, 91, 104, 111, 123, 127, 238, 246, 253, 319, 413, 444

leader performance
, 127

idealized influence (attributed)
, 9

idealized influence (behaviors)
, 9

ideals

catalyst to charismatic effect
, 14

ideological leadership
, 125

behavior analysis
, 126, 128, 133, 134, 136–139

behavioral evaluation
, 139

behavioral observation
, 143

behaviors
, 126, 128, 133–136, 152–154

biographies selected for study
, 134–136

career point behavior changes
, 139, 143

compared with charismatic
, 125–155

personalized ideologues
, 151, 153

prescriptive mental models
, 126, 133, 134, 155

research analyses
, 139–140

research results
, 140–151

sample for prescriptive mental models
, 134

socialized ideologues
, 151

vision in follower motivation
, 127, 128

vision tested by mental models
, 125–155

impression dimensions
, 294

impression management strategy
, 462

individualist societies
, 16

emergence of leadership
, 5, 13–14, 16, 23, 178–179, 186, 370–371, 458

individualized consideration
, 10, 15, 16, 17, 25, 26, 42, 57, 64, 73, 79, 88, 89, 92, 93, 95, 104, 111, 123, 127, 238, 295, 444, 445, 465

five “i”s
, 9–10

leader performance
, 127

individualized leader
, 92, 175, 196, 303, 461

information

perception of leadership
, 26, 207

innovation
, 74, 127, 204, 414

measure applied to SPL
, 416

inspirational leadership
, 111, 123, 206, 207, 307

inspirational motivation

five “i”s
, 9–10

leader performance
, 238

instrumental leadership
, 19, 22–23, 27, 36

intellectual stimulation

five “i”s
, 10

leader performance
, 79, 127, 220

internal working models
, 251–252, 255

internal world of transformational leadership
, 237–257

internal-external efficacy model
, 343–346

internalization

of ability to be a role model
, 253

of basic trust and confidence
, 253

internationalization of business
, 443

intra-psychic processes, analysis
, 252, 254

jungle fighter
, 172, 196

Kanungo, R. N.

Conger and Kanungo’s theory
, 8, 14, 20, 22, 80, 94, 128, 133, 143, 169, 170, 171, 178, 187, 302

Kohut, H.

concept of narcissism
, 240

laissez-faire leadership
, 9, 10, 11, 13, 15, 22, 73, 444

bureaucracies
, 15

laissez-faire leadership scale

correlation with outcome
, 10

meta-analysis findings
, 49

leader expectations

follower performance
, 16, 20, 22, 329, 331–332

see also Pygmalion training

leadership

attributes
, 23, 72, 85, 126, 132, 198, 203, 218, 242, 243, 246, 250, 256, 305, 321, 340, 345, 359, 402, 417, 463

borderline attributes
, 461

cognitive processing research
, 321, 396

and emotion research
, 313

emotional intelligence
, 304–308, 321, 322, 331–332

global affect
, 308–310

House and Shamir’s theory
, 20, 22

implications of specific emotions
, 321–322

impression continuum
, 293–294

impression dimensions
, 294

influence of vision
, 153

prototypical attributes
, 461

reaction to follower needs
, 17

self-presentation
, 461

social processes
, 400, 401, 407, 408, 409, 412, 414, 416, 420, 426, 427, 434–435, 465

see also leadership styles as listed in Index Note

leadership archetypes
, 293–294

leadership motive pattern (LMP)
, 23, 25–27

leadership performance
, 129

linkage with satisfaction
, 41

leadership performance outcomes meta-analysis
, 11

leadership research history

personality-based approaches
, 23

leadership theory

contingent-reward leadership
, 10, 11, 17, 42, 72, 295

future trends
, 445–447

path-goal leadership
, 17, 449

role motivation
, 365–392, 395–397

use of organizational forms
, 389–390

Lincoln, Abraham
, 116, 123

LMP see leadership motive pattern

management

access to information

community involvement
, 338

ethical considerations
, 447

focus on behavioral science
, 442–443

focus on social science
, 442–443

future trends
, 445–447

intellectual process
, 441

management education

on-line programmes
, 440

programmed instruction packages
, 441

management-by-exception
, 10–12, 17, 52–53, 63, 414, 452

management-by-exception active
, 10–11, 48, 52–53, 56–57

transactional leadership factor
, 444

management-by-exception active scale

correlation with outcome
, 56

meta-analysis findings
, 56

management-by-exception passive
, 10–11, 49, 52, 56, 57, 63, 413, 423

transactional leadership factor
, 444

management-by-exception passive scale
, 48

correlation with outcome
, 48

meta-analysis findings
, 48

manager expectations

follower performance
, 338

see also Pygmalion training

means efficacy
, 337–356, 359–362, 463

mental models

cognitive foundation of vision
, 126, 456

definition
, 126

impact on team performance
, 129

see also prescriptive mental models, vision

military organizations

charismatic leadership
, 14, 391

leadership skills
, 14, 352, 391

mixed style leadership

behavior analysis
, 139–140

biographies selected for study
, 134

research results
, 140–151

sample for prescriptive mental models
, 133–134

vision in follower motivation
, 128

MLQ see Multifactor Leadership Questionnaire

moral perspectives

charismatic leadership
, 6–8, 168

motivation

implicit and explicit
, 24

socialized charismatic leadership
, 122, 123, 319, 320

transformational leadership
, 6–10, 16, 17, 20, 24–26, 79, 82–83, 91, 93–96

motive patterns

role motivation theory
, 366, 369

motives

emergence of leadership
, 23

Multifactor Leadership Questionnaire (MLQ)

CEO assessment
, 215

CEO charisma
, 210

factor structure
, 18, 35

future research
, 64, 65

measurement of performance outcomes
, 72

measures of satisfaction and effectiveness
, 50, 54

MLQ form 5R
, 64

MLQ form 5X
, 64, 72

SPL research
, 413

transformational behaviors
, 105

Narcissism
, 231, 294

and charisma
, 295–296

Kohut’s concept
, 240

national culture
, 15–17, 98

variation in leadership style
, 435

negative affectivity
, 308, 330

on-line computers
, 440

openness
, 245, 248–249

transformational leadership
, 352, 460

optimism
, 79, 246–248, 310, 316, 319

genetic and childhood origins
, 247

transformational leadership
, 36

optimizing
, 401–403, 426

organization change
, 439–440

flexible organizations
, 439–444

organizational citizenship
, 96, 412, 415

constructs measures in SPL 407

organizational context
, 64, 85, 89

organizational leadership
, 8, 405

future trends
, 405–406

progress from 1967
, 440

social processes
, 399–400

vision
, 404

passive-avoidant transactional leadership

performance measures
, 42

path-goal theory
, 17, 19, 449

peer group influences
, 243, 256

personal behaviors
, 173, 174, 175

charismatic leadership
, 168, 169, 170–171

personality
, 23, 74, 247, 248, 255, 293, 294, 295

and leadership
, 248–249, 308, 390

personalized leaders
, 134, 146, 152, 177, 181–182, 184–185, 301, 320

emotion framework
, 312–315

PLS (Pygmalion leadership style) see Pygmalion training

polyarchy
, 120

positive affectivity
, 308, 330

power motivation
, 24

prescriptive mental models
, 125, 134, 155, 159

construction
, 126, 133, 456

see also mental models, vision

private organizations

leadership outcomes
, 53–56

meta-analysis correlations
, 53

professional leadership

role motivation theory
, 372–373

theory development
, 370–375

promulgating vision

key social processes
, 405–406

psychological infrastructure
, 240–249

psychological measures

revealing CEO values
, 205

psychological substructure

transformational leadership
, 237, 239

public organizations

leadership outcomes
, 53–56

meta-analysis correlations
, 43–44, 52, 53

Publius, authors of the Federalist Papers

commitment to democratic liberty
, 122

concern for order
, 119

distrust of charismatic leadership
, 122

fear of popular government
, 117, 118

punishment situations
, 310

Pygmalion leadership
, 340, 341

Pygmalion effect
, 338

Pygmalion training
, 337–356

application validity
, 343

experiment
, 340–341, 345–346

experiment comparisons
, 349

field experiments in PLS
, 340

internal-external efficacy model
, 343–346

leadership workshop
, 340

quasi-experiments
, 339–340

role of deception
, 342

relational processes

analysis
, 252

resolving uncertainty

social processes
, 403–410

responsibility disposition
, 24, 25

risk takers
, 26, 396

role motivation theory
, 365

four organizational forms
, 367–369

hypotheses
, 369–370

motive patterns
, 369–370

outcome measures
, 377–378

research conclusions and implications
, 390–392

research measures
, 376–377

research method
, 375–382

research results
, 382–387

Sashkin, M.

Sashkin’s theory
, 22

self-awareness
, 305, 306, 307, 462

self-efficacy

Pygmalion training
, 337, 340, 343–346, 347, 349, 355, 356

transformational leaders
, 104, 105, 106, 171–172, 242–243, 254

self-esteem

charismatic followership
, 177–178, 181–185

self-fulfilling prophecy (SFP)
, 338

self-motivation
, 305

self-presentation
, 461

self-sacrificing leader
, 175, 176

September 11
, 2001

tragedy
, 115, 120

servant leader
, 175

SFP see self-fulfilling prophecy

Shamir, B.

House and Shamir’s theory
, 20, 22

Shay’s Rebellion
, 117

social aversion
, 112

social dramatization
, 461

social processes of leadership (SPL)

leadership outcomes
, 407, 417

pilot study
, 408

research conclusions
, 423–427

research results
, 418–423

sample and procedure
, 411–418

social reversion
, 461

social support work group characteristics
, 416

socialized charismatic leadership
, 122

American democratic performance
, 123

childhood influences
, 239, 240

emotion framework
, 315–322

motivation
, 301

preferred by Founding Fathers
, 111, 112, 455, 456

socialized leadership
, 25, 26, 146, 151, 152, 177, 182, 183, 184, 185, 188, 320

SPL see social processes of leadership stigma and charisma

stigmatized characteristics
, 461

strategic change
, 211

interaction with charismatic leadership
, 217, 218, 220, 221, 223

research measures
, 214–217

research models
, 217–218

research results
, 218–222

research sample
, 214

upper echelon theory
, 201–223

strategic leadership

upper echelons theory
, 202, 207, 211, 217, 222, 459

strategic management
, 201, 202

tacit knowledge
, 22, 26, 27

Taiwan, leadership styles
, 17

task leadership

role motivation theory
, 373–374

theory development
, 373–374

transactional contingent reward leadership
, 42, 64, 72

performance measured
, 62, 91

transactional leadership

augmentation hypothesis
, 9

bureaucracies
, 14–15

characteristics
, 10

factor structure
, 12, 18

and personalized charismatic
, 112, 128, 151, 320, 450

leadership
, 6, 10, 42, 43, 72, 73, 74, 79, 112, 127, 265, 444

scales
, 10, 42, 43, 52, 53

see also FRLT

transactional leadership scales

correlation with outcome
, 10, 52, 57, 380

meta-analysis of performance
, 43, 52, 53

transformational leadership

attachment theory conceptual framework
, 26, 250

augmentation hypothesis
, 9

bureaucracies
, 14, 15

care for others
, 242, 244–246

characteristics
, 244, 248, 254

characterization by intra-psychic processes
, 254

childhood influences on leaders
, 239, 240

compared with good parenthood
, 245

developmental conceptualization
, 249–257

distrusted by Founding Fathers
, 122

dyadic models
, 91, 92, 93, 97

emotion framework
, 312–322

emotion-coping skills
, 307

emotional bonding with followers
, 238

emotional intelligence
, 299, 304–308

and enhancing adaptability
, 403, 404–405

five “i”s see five “i”s

followers see followers future trends

influence processes
, 78, 79, 104, 315, 316

intellectual stimulation
, 10, 79

motivation
, 237, 240–242

multiple levels of analysis
, 445, 466

openness
, 248–249

optimism
, 246–248

organizational context
, 13, 83, 85, 89, 465

outcomes at organizational level
, 93, 467

outcomes at personal level
, 93

performance measures
, 414

psychological substructure
, 239

role motivation theory implications
, 390–392

scales
, 42, 43, 52, 53, 57, 64, 72, 91, 105, 413

self-efficacy
, 104, 105, 106, 242–243, 254

vision
, 128–132, 456, 457

vision tested by mental models
, 127–134

see also FRLT

transformational leadership scales

correlation with outcome
, 52, 53, 57

meta-analysis of performance
, 42

trustworthiness

social processes of leadership
, 417

Tutu, Desmond
, 316

uncertainty

resolving uncertainty
, 403–410

United Nations

Commission on Human Rights
, 120

Declaration of Human Rights
, 120, 121

United States

Declaration of Independence
, 116, 121, 122

New Deal
, 116

United States Constitution

aristocratic hierarchy
, 120

consequences of electoral system
, 118

democratic political participation
, 123

distinction between law and equity
, 121

Electoral College
, 113, 114, 116, 117

enfranchisement of all Americans
, 122

inequalities
, 116, 121

presidential election of 2000
, 112, 113

protection of minorities
, 116

provision for federal elections
, 112

selection of president and vice president
, 113, 114

two party system
, 113

United States Supreme Court
, 113–114, 121

upper echelons theory

charismatic leadership
, 202–203, 204, 206, 222

newer frameworks
, 206

strategic change
, 211–213

value maintenance, ideological leadership
, 133

values

absolute values
, 115

catalyst to charismatic effect
, 14, 151

CEO values
, 205

distinguish transformational leadership
, 112

espoused and actual
, 24

vision

definitions
, 12

promulgating vision
, 405–406

transformational leadership
, 127–128

see also mental models, prescriptive mental models

vision-related behaviors

charismatic leadership
, 168, 169–170, 172, 174, 175

visionary leadership

key developmental processes
, 22, 130

prescriptive model
, 130, 133

Washington, George
, 125–126, 155, 456

farewell address
, 126

Weber, Max

conception of the charismatic leader
, 5, 8, 168

three key dimensions
, 168

women

future role and influence
, 466

workload sharing
, 416

work group characteristics
, 416–417

Zaleznik, A.

leadership theory
, 6, 241, 499

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Monographs in Leadership and Management
Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Copyright Page
About the Editors
List of Contributors
Transformational and Charismatic Leadership: Introduction to 10th Anniversary Edition
Preface
Introduction to, and Overview of, Transformational and Charismatic Leadership
Part I: Transformational Leadership
The Full-Range Leadership Theory: The Way Forward
Addendum: A Re-Analysis of the Full-Range Leadership Theory – The Way Forward
A Meta-Analysis of Transformational and Transactional Leadership Correlates of Effectiveness and Satisfaction: An Update and Extension
Addendum: Don’t You Love it When a Plan Comes Together? Update on Meta-Analytic Findings for Transformational and Transactional Leadership
The Dual Effect of Transformational Leadership: Priming Relational and Collective Selves and Further Effects on Followers
Addendum: Empirical Evidence Supporting “The Dual-Level Effects of Transformational Leadership”
Part II: Charismatic Leadership
Dear Publius: Reflections on the Founding Fathers and Charismatic Leadership
Vision and Mental Models: The Case of Charismatic and Ideological Leadership
Addendum: Vision and Mental Models – A Decade Later
Extending the Concept of Charismatic Leadership: An Illustration Using Bass’s (1990) Categories
Addendum: Extending the Concept of Charismatic Leadership Further
Charismatic Leadership at the Strategic Level: Taking a New Look at Upper Echelons Theory
Addendum: Charismatic Leadership at Strategic Levels – New Directions and Trends
Part III: Psychological Perspectives
Internal World of Transformational Leaders
Addendum: Additional Insights Derived from Associating Attachment theory with Leadership
Stigma and Charisma and the Narcissistic Personality
Addendum: Stigma, Charisma, and the Narcissistic Personality: Ten Years On
A Closer Look at the Role of Emotions in Transformational and Charismatic Leadership
Addendum: Updates on Emotions in Transformational and Charismatic Leadership Research
Part IV: Related Perspectives
Pygmalion Training Made Effective: Greater Mastery Through Augmentation of Self-Efficacy and Means Efficacy
Addendum: Means Efficacy – The Flowering of a Novel Construct
The Role Motivation Theories of Organizational Leadership
Addendum: The Role Motivation Theories of Organizational Leadership
Four Phenomenologically Determined Social Processes of Organizational Leadership: Further Support for the Construct of Transformational Leadership
Addendum: Social Processes of Transformational and Charismatic Leadership – Progress and Future Research into this Important Challenge
Part V: The Road Ahead
Forecasting Organizational Leadership: From Back (1967) to the Future (2034)
Reflections, Closing Thoughts, and Future Directions
Author Index
Subject Index