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Pseudo-Transformational Leadership: Towards the Development and Test of a Model

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Abstract

We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation). Survey data from senior managers (N = 611) show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offered.

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Authors and Affiliations

  1. Queens School of Business, Queen‘s University, 143 Union St., K7L Kingston, ON, Canada

    Julian Barling & Amy Christie

  2. Business Administration, University of Manitoba, 181 Freedman Crescent, Winnipeg, MB, Canada R3T 5V4

    Nick Turner

Authors
  1. Julian Barling
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  2. Amy Christie
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  3. Nick Turner
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Correspondence to Nick Turner.

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Barling, J., Christie, A. & Turner, N. Pseudo-Transformational Leadership: Towards the Development and Test of a Model. J Bus Ethics 81, 851–861 (2008). https://doi.org/10.1007/s10551-007-9552-8

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  • DOI: https://doi.org/10.1007/s10551-007-9552-8

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