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