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Pseudo-Transformational Leadership: Towards the Development and Test of a Model
Journal of Business Ethics 81 (4):851-861 (2008)
Abstract
We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership is manifested by a particular combination of transformational leadership behaviors, and is differentiated from both transformational leadership and laissez-faire -leadership. Survey data from senior managers show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offeredMy notes
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Citations of this work
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Work Engagement and Machiavellianism in the Ethical Leadership Process.Deanne N. Hartog & Frank D. Belschak - 2012 - Journal of Business Ethics 107 (1):35-47.
Ethical Leader Behavior and Big Five Factors of Personality.Karianne Kalshoven, Deanne N. Den Hartog & Annebel H. B. De Hoogh - 2011 - Journal of Business Ethics 100 (2):349 - 366.
Confucian Virtue Ethics and Ethical Leadership in Modern China.Li Yuan, Robert Chia & Jonathan Gosling - 2022 - Journal of Business Ethics 182 (1):119-133.
References found in this work
The tyranny of change: Organizational development revisited. [REVIEW]Marie McKendall - 1993 - Journal of Business Ethics 12 (2):93 - 104.
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