A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board?

Knippenberg, Daan van; Sitkin, Sim B.

doi:10.5465/19416520.2013.759433

Cited by 727 publications

(817 citation statements)

References 148 publications

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“…I contend that in the field of educational administration, given the shortcomings of transformational leadership in the area of falsifiability, we need to adopt a pragmatic approach and take several Notes: Although many criteria can be evaluated in the seminal work in which the theory is introduced, other criteria require an accumulated knowledge base before their evaluation. For further discussion of these criteria and examples of their exploration, see Bacharach, 1989;Gross et al, 2011;Van de Ven, 1989;Poole and Van de Ven, 1989;Van Knippenberg and Sitkin, 2013. …”

Section: Resultsmentioning

confidence: 99%

“…The classic conceptualization of transformational leadership, which is associated with the work Bass and Avolio, includes the following dimensions: idealized influence (attributed and behavioral), inspirational motivation, intellectual stimulation, and individualized consideration. Critics suggest that the common ground of the different transformational leadership dimensions is unclear (Van Knippenberg and Sitkin, 2013). The most popular measure of transformational leadership and of its dimensions in the general management field is the Multifactor Leadership Questionnaire (MLQ), which is also the one commonly used by educational administration researchers (Leithwood and Jantzi, 2005).…”

Section: Critique Of the Falsifiability Of Transformational Leadershimentioning

confidence: 99%

“…An earlier metaanalysis indicates that transformational leadership is highly correlated with contingent reward (Judge and Piccolo, 2004), an issue that appears also in educational administration studies. such as participative leadership, ethical leadership, and leader-member exchange-without adequate theoretical explanation (Van Knippenberg and Sitkin, 2013). Reports of a large shared variance between transformational leadership and other forms of leadership indicate a problem in the discriminant validity of the theory (Bacharach, 1989).…”

Section: Critique Of the Falsifiability Of Transformational Leadershimentioning

confidence: 99%

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School leaders and transformational leadership theory: time to part ways?

Berkovich

2016

Journal of Educational Administration

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Purpose – After decades in which transformational leadership theory has prevailed as the dominant paradigm in leadership scholarship, critical voices have started raising serious concerns about its falsifiability, suggesting that transformational leadership theory should be abandoned. Although transformational leadership is a key to conceptualizing ideal school leadership, the discourse did not find its way into the education field. The paper aims to discuss these issues. Design/methodology/approach – The essay combines a review of the critique of the falsifiability of the transformational leadership theory with a discussion of the utility and fit of the theory. Findings – On the 25th anniversary of transformational leadership theory, the author suggest to the educational administration community not to abandon transformational leadership, but to address its shortcomings and look toward future challenges as the community contemplates the promises the theory holds for the field. Originality/value – The essay examines the current status of the transformational leadership theory in the field of educational administration and offers an interpretative critique.

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Section: Resultsmentioning

confidence: 99%

Section: Critique Of the Falsifiability Of Transformational Leadershimentioning

confidence: 99%

Section: Critique Of the Falsifiability Of Transformational Leadershimentioning

confidence: 99%

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School leaders and transformational leadership theory: time to part ways?

Berkovich

2016

Journal of Educational Administration

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“…Although transformational leadership is frequently associated with charismatic individuals who bring about effective change (Bass, 1985;Den Hartog et al, 1999;van Knippenberg and Sitkin, 2013), recent organisational leadership literature directs our attention to socially constructed forms of shared leadership that could provide viable alternatives to the individual transformational leadership. According to Pearce (2004) and Evaggelia and Vitta (2012) shared leadership, embedded in a specific context, is a dynamic interactive process that engages all members of a group in concurrent reciprocal influence processes.…”

Section: Tourism Destination Leadershipmentioning

confidence: 99%

Stakeholder power and engagement in an English seaside context: implications for destination leadership

Kennedy

Augustyn

2014

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Article information:To cite this document: Victoria Kennedy Marcjanna M. Augustyn , (2014),"Stakeholder power and engagement in an English seaside context: implications for destination leadership", Tourism Review, Vol. 69 Iss 3 pp. 187 -201 Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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“…A conceptual problem with leadership is that it is defined either through its effects or in operational terms by specifying its component parts 41. Consequently, when surveys such as the MLQ measure transformational leadership there is conflation between cause and effect 42.…”

Section: Discussionmentioning

confidence: 99%