A Syncretical Model of Charismatic/Transformational Leadership

Abstract

Two key problems hamper the study of charismatic/transformational leadership. First, the field lacks a generally accepted conceptual framework to guide research and practice. Second, only limited efforts have been made to operationalize key constructs. The authors report on an effort to remedy both problems here. They present a model that captures many of the major points common to existing models of charismatic/transformational leadership, that describes the development of instruments to measure attributes of the behaviors of charismatic/transformational leaders as well as key follower beliefs, and that hypothesizes the relationships between charismatic leadership behaviors, follower beliefs, and follower behavior.

Human Resource Strategies as a Mediator between Leadership and Organizational Performance

“…In the United States context, Behling and McFillen (1996) confirmed a link between leadership and high performance by constructing a model of transformational/charismatic leadership in which a leader's behavior can inspire and empower his or her subordinates to exert high effort and commitment and be willing to take risks. Furthermore, for many organizations, success may result from leadership's wisdom, technical capability and innovation, excellent quality or a distinguished reputation, all of which are "human-related".…”

The Effects of Transformational Leadership on Job Satisfaction: A Study on Four and Five Star Hotels in Kuala Lumpur

“…A transformational leader could add to his adherents' capacities by assigning undertakings and covertly viewing those being actualized so he can guarantee the measure of help and supervision required. Moreover, the beneficial outcome of individualized thought and transformational practices lies in enabling supporters (Behling & McFillen, 1996). Also this quality could be estimated by the leader's enthusiasm for the adherents' requirements for advancement and development, and him being mindful so as to prepare and aid those (Bass, 1999).…”

An exploration of sustainability change agents as facilitators of nonformal learning: mapping a moving and intertwined landscape

“…Criticizing how the concept became blurred by vague descriptions and one-dimensional perspectives, social scientists have conducted historical and synthetic reviews and tried to bring order to this somewhat obscure research field by developing classifications of change agency (e.g., Ottaway and Cooper 1976, Ottaway 1983, Caldwell 2003. Their work shows how the term has been used to refer to individual actors as well as groups or teams (e.g., Tichy 1975, Mayon-White 1993, Webber 1999, professional specialists with specific schooling and skills in managing change processes as well as actors with other expertise and competencies such as visionary leadership (e.g., Bennis 1964, Buchanan and Boddy 1992, Behling and McFillen 1996, and insiders as well as (consulted) actors from outside a particular system or organization (e.g., Beckhard 1969, Ginsberg andAbrahamson 1991). Furthermore, change agency can be formally invited or not (e.g., Bennis andSchein 1969, Zaltman andDuncan 1975), proactively initiated or a reaction to outside pressure (Tichy 1974(Tichy , 1975, and both process and task oriented (e.g., Dale 1974, Saravanan 2015.…”