Leadership lessons from Mount Rushmore: an interview with James MacGregor Burns

Bailey, James R.; Axelrod, Ruth H.

doi:10.1016/s1048-9843(01)00066-2

Cited by 24 publications

(27 citation statements)

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“…In transformational leadership on the other hand, there is mutuality in the leader-follower relationship that has implications of both leader and follower being simultaneously "transformed". Thus the influence process is reciprocal (Bailey, 2001;Miller, 2007).…”

Section: Charismatic and Transformational Leadershipmentioning

confidence: 99%

Charismatic and Transformational Leadership Styles: A Cross-Cultural Perspective

Mittal¹

2015

IJBM

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Culture's influence on leadership processes is generally accepted. However, differing leadership styles will be differentially impacted by the cultural context in which they seek to operate. The current paper examines two seemingly similar but distinct leadership styles, charismatic leadership and transformational leadership in the context of cultural dimensions of individualism-collectivism and tightness-looseness. A conceptual framework is presented to describe the interaction of these leadership styles and cultural dimensions. It is argued that charismatic leadership would be the preferred leadership style in individualistic and loose societies, whereas transformational leadership style would be more acceptable in collectivistic and tight societies. These insights have practical implications for design of leadership intervention programs for businesses spanning more than one culture.

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Section: Charismatic and Transformational Leadershipmentioning

confidence: 99%

Charismatic and Transformational Leadership Styles: A Cross-Cultural Perspective

Mittal¹

2015

IJBM

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“…Such leadership establishes ideals for followers to emulate, creating the foundational conditions for inspiring others and motivating them for the public good, not merely the good of the sub-culture or the organisation. As Burns points out (Bailey & Axelrod, 2001), 'The more we emphasise the moral aspect of leadership . .…”

Section: Idealised Influencementioning

confidence: 99%

The Four I's of Police Leadership: A Case Study Heuristic

Murphy¹,

Drodge²

2004

International Journal of Police Science & Management

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In this paper we attempt to shed light on police leadership by telling the story of leadership at a particular Royal Canadian Mounted Police (RCMP) detachment. The case study is based upon interviews with 28 police officers and participant observations at the case site. The framework provided by transformational leadership theory proved meaningful in describing police leadership within a convenient heuristic comprised of four I's: individualised consideration, idealised influence, inspirational motivation, and intellectual stimulation. We concluded that transformational leaders have particular relational strengths that serve to elevate levels of commitment, work satisfaction, and motivation. The paper also points out that transformational leaders turn constraints into opportunities in the pursuit of their shared vision.

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“…The term Transformational Leadership was first used by Downton in 1973. Its emergence as an essential strategy to Leadership started with a basic work through political sociologist James MacGregor Burns titled Leadership[15]. He exposed that people who exhibit…”

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confidence: 99%

Exploring the Perception of Headmasters’ Transformational Leadership of the Community Secondary Schools in Nepal

Dhungana¹

2020

EDUCATION

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This qualitative study examines how community schools' can be transformed from headmasters' (HMs) Transformational Leadership. The purpose of the study is how Transformational Leadership of headmasters is perceived by Headmasters, school management committee (SMC) members and teachers. The author purposefully selected three best community schools which were transformed by headmasters' transformational leadership in Devdaha municipality of Rupandehi district. In this study, the researcher focused on headmasters' Transformational Leadership as a case. So, this study fallows the exploratory case study design and described interpretively. The results of the study showed that Transformational Leadership of HMs play a crucial role in the success of the community secondary schools. Coordinate to their members, serious presentation of discussion on the issue, and transparent financial activities, respect the view of all teachers and staffs, motivation, equal behaviour of teacher and staff, significant understanding on problems, rules by the policy, cooperation, rewards, not criticize in the group, collectivity, etc. are the knowing behaviour of Transformational Leader and this has contributed to the all-round development of the school have proved to be important. The findings of this article appeared if headmasters practice the Transformational Leadership in school, it has greatly contributed to the transformation and development of community schools in Nepal.

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Leadership lessons from Mount Rushmore: an interview with James MacGregor Burns

Cited by 24 publications

References 0 publications

Charismatic and Transformational Leadership Styles: A Cross-Cultural Perspective

Charismatic and Transformational Leadership Styles: A Cross-Cultural Perspective

The Four I's of Police Leadership: A Case Study Heuristic

Exploring the Perception of Headmasters’ Transformational Leadership of the Community Secondary Schools in Nepal

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