The present study investigated the association of 184 Christian faith community leaders’ self-reports of transformational leadership with the number and content of their hoped-for and feared possible selves. Possible selves were coded into life domains reflecting growth, relatedness, and existence needs (C. P. Alderfer, 1972, Existence, Relatedness, and Growth: Human Needs in Organizational Settings, New York, Free Press.). Results of mixed-design MANCOVA indicated that leaders who displayed higher levels of transformational leadership reported more hoped-for possible selves reflecting relatedness needs than leaders who displayed lower levels of transformational leadership. Results also indicated (a) more hoped-for possible selves reflecting growth needs than those reflecting relatedness and existence needs, and (b) more feared possible selves reflecting existence needs than those reflecting growth or relatedness needs, for leaders displaying either low or high levels of transformational leadership. The findings are discussed in terms of how leaders’ identities and needs motivate transformational leadership behavior, and how leadership training may be improved by encouraging participants to reflect upon their possible selves and transformational leadership behavior.
This study examined relations between felt authenticity and transformational leadership behaviors of 184 Christian faith community leaders. Felt authenticity was examined across 4 roles associated with transformational leadership behaviors: inspirational motivation in the visionary leader role, idealized influence in the positive role model role, intellectual stimulation in the champion of change role, and individualized consideration in the coach and mentor role. These roles were generally found to be positively related to specific behaviors of transformational leadership required for the role. Results also indicated that leaders exhibit different levels of transformational leadership behaviors within the same role with general consistency across roles.
This paper re-imagines the ancient Hebrew threefold leadership typology of prophets, priests and kings for the contemporary organization or community. The essence of what is here termed the “trioptic typology” is that leadership is ideally diffused throughout an organization
with different individuals or groups performing functions or roles that correspond to these metaphors. Each of these metaphors is discussed in turn, and interactions between them delineated. The typology is illustrated through two brief cases, one positive and one negative. While the typology
arises from within a faith tradition, the metaphors are applicable in other contexts, particularly in those in which spiritual leadership is needed or required. All three roles, it is argued, are necessary for healthy change dynamics within organizations or communities.
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