Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory

Abstract

A central topic in leadership research concerns the impact of leadership style -the pattern of attitudes that leaders hold and behaviors they exhibit. Since the year 2000, several new leadership styles have been proposed to capture important missing aspects beyond the dominant charismatic/transformational and transactional framework. The authors review the emerging literature on these new styles -ideological leadership, pragmatic leadership, authentic leadership, ethical leadership, spiritual leadership, distributed leadership, and integrative public leadership -as well as the recent work on servant leadership. They also comment on the Ohio State studies on leadership, and then discuss the ways in which these many styles overlap with transformational leadership and each other, and issue a call to leadership researchers to collectively develop a new 'full-range' model of leadership that encompasses and distills what is unique about these various styles. The authors argue that such an integrated full-range model is necessary for research on leadership style to progress.

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

“…To explore this, we examine industry capital intensity as an industrial-level moderator, which is a measure of the relative investment in fixed assets in an industry (Guthrie & Datta, 2008). SL researchers have noted the role of industrial context as an important future research direction (Anderson & Sun, 2017;Hunter et al, 2013;Liden, Panaccio, et al, 2014). High capital intensity industries include manufacturing, shipbuilding, and air transport because of the greater constraints imposed on employee performance by the degree of production technology or task structure (Terpstra & Rozell, 1993).…”

Facilitating coproduction: the role of leadership in coproduction initiatives in the UK

“…At the local level, leadership can be seen as a set of different activities performed by actors with different legitimation, rationales and goals (Anderson & Sun, 2017). Within a coproduction process, different types of leadership will come to the fore: managerial/professional 1 it should be emphasised that people also respond to moral values, or alford's (2009) normative purposes, while intrinsic rewards (Kohn, 1993;lane, 1991), or what Wilson (1973) defines 'solidary incentives' and alford (2009) calls sociality are often self-fulling.…”

“…Therefore, other leadership styles can prove more effective, such as a more representative bureaucracy or integrative public leadership. Integrative public leadership can be defined as the leadership necessary to bring diverse groups and organisations together in semi-permanent ways, and typically across sector boundaries, in order to address complex public issues (Anderson & Sun, 2017;Crosby & Bryson, 2010).…”

“…We look at coproduction at the level of local government, where the proximity between public authorities, private actors and citizens is highest, and specifically on local leadership within coproduction processes, as a multifaceted phenomenon. Rather than looking at leadership as a set of personal attributes, our interest lies in leadership as a process involving practices and interactions of different types of roles and individuals (Anderson & Sun, 2017;Crevani, Lindgren, & Packendorff, 2010;Jain, 2004). To navigate the vast literature on leadership, we decided to focus on the literature on local government, and specifically local public services and local development (e.g.…”

New Millennium: Managerial Anomalies and Contemporary Leadership Concepts

“…(см., напр. : [Fry, 2003;Reave, 2005;Fry, Cohen, 2009;Crossman, 2010;Afsar, Badir, Kiani, 2016;Contreras, 2016;Anderson, Sun, 2017]).…”