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

Knippenberg, Daan van; Sitkin, Sim B.

doi:10.1080/19416520.2013.759433

Cited by 474 publications

(346 citation statements)

References 170 publications

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“…This alternative would be particularly problematic if charisma was an individual trait rather than attribution made by others. A recent review of charismatic leadership argues that the concept lacks some conceptual clarity and is only infrequently operationalized independent of its effects on others (Van Knippenberg & Sitkin, 2013). This conclusion seems to strengthen the notion that the perception of charisma on the part of observers is primarily a function of the leader's presentation of a vision and use of language (Fanelli, Misangyi, & Tosi, 2009;Galvin et al, 2010).…”

Section: Discussionmentioning

confidence: 50%

Narcissistic CEOs and executive compensation

OʼReilly¹,

Doerr²,

Caldwell³

et al. 2014

The Leadership Quarterly

221

151

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Narcissism is characterized by traits such as dominance, self-confidence, a sense of entitlement, grandiosity, and low empathy. There is growing evidence that individuals with these characteristics often emerge as leaders, and that narcissistic CEOs may make more impulsive and risky decisions. We suggest that these tendencies may also affect how compensation is allocated among top management teams. Using employee ratings of personality for the CEOs of 32 prominent high-technology firms, we investigate whether more narcissistic CEOs have compensation packages that are systematically different from their less narcissistic peers, and specifically whether these differences increase the longer the CEO stays with the firm. As predicted, we find that more narcissistic CEOs who have been with their firm longer receive more total direct compensation (salary, bonus, and stock options), have more money in their total shareholdings, and have larger discrepancies between their own (higher) compensation and the other members of their team.

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Section: Discussionmentioning

confidence: 50%

Narcissistic CEOs and executive compensation

OʼReilly¹,

Doerr²,

Caldwell³

et al. 2014

The Leadership Quarterly

221

151

View full text Add to dashboard Cite

show abstract

“…This role can be facilitated by the leader's ability to set positive but realistic goals, and communicate these goals in a manner that is understandable, precise and reflects a collective sense of purpose (Avolio & Bass, 1995;Van Knippenberg & Sitkin, 2013). As shown in Table 2 employees' jobs so that employees are empowered to apply their creative knowledge rather than being narrowly constrained in terms of what they are able do in their jobs (Kalmi & Kauhanen, 2008).…”

Section: Mapping Transformational Leadership Onto Hpwpmentioning

confidence: 99%

“…Transformational leadership is characterized by four main dimensions (Bass, 1991;Bass & Riggio, 2006;Van Knippenberg & Sitkin, 2013;Nielsen et al, 2008). The first, 'idealized influence' connotes the leader's ability to act as a role model.…”

mentioning

confidence: 99%

"Transformational Leadership, High Performance Work Practices, and an Effective Organization"

Ogbonnaya

Nielsen

2016

AMPROC

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Although transformational leadership is touted as an important approach for improving employee well-being and an effective organization, very little is known about how its key principles can be manifested through specific Human Resource Management (HRM) systems. This is unsatisfactory as leadership is pertinent to the management of human resources and many HRM researchers and practitioners would benefit from a theoretical understanding of how effective leadership principles can be strengthened by HRM systems.This review paper discusses the ways in which transformational leadership can be applied in tandem with a particular type of HRM system, High Performance Work Practices (HPWP).The paper explores the role of HPWP as a mechanism for accentuating the transformational leader's positive impact on employee well-being and organizational performance. The contribution of this paper is to link a contemporary leadership theory to HRM and generate insights that will lead to empirical research.

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“…Recently, transformational leadership theory has been critiqued for its limitations (i.e., its definition is not clear and is conflated with its effects; the lack of understanding of the specific role of the different dimensions and how each dimension has a distinct influence on mediating processes and outcomes; and the validity of the measurement tools) (van Knippenberg & Sitkin, 2013). Furthermore, recent empirical research suggests that transformational leadership and other leadership styles constructs should include not only interpersonal and motivational dimensions, but also instrumental dimensions linked to environmental scanning and strategy formulation (e.g., Antonakis & House, 2004).…”

Section: Transformational Perspectivesmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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

Cited by 474 publications

References 170 publications

Narcissistic CEOs and executive compensation

Narcissistic CEOs and executive compensation

"Transformational Leadership, High Performance Work Practices, and an Effective Organization"

Creative Leadership: A Multi-Context Conceptualization

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