Book ChapterDOI
The Full-Range Leadership Theory: The Way Forward
John Antonakis,Robert J. House +1 more
- Vol. 5, pp 3-33
Reads0
Chats0
TLDR
This chapter identifies theoretical deficiencies in the FRLT and proposes the addition of a broad class of behaviors labeled instrumental leadership, which, it argues, is distinct from transformational, transactional, and laissez-faire leadership.Abstract:
In this chapter, we briefly trace the history of the neo-charismatic movement and review Bass and Avolio’s full-range leadership theory (FRLT). We present the FRLT as the flame bearer of the movement, and argue that it should be used as a platform to integrate similar leadership theories. We identify conditions that may moderate the factor structure of the FRLT, and review the validity of the Multifactor Leadership Questionnaire – the instrument underlying the FRLT. Furthermore, we identify theoretical deficiencies in the FRLT and propose the addition of a broad class of behaviors labeled instrumental leadership, which, we argue, is distinct from transformational, transactional, and laissez-faire leadership. Finally, we discuss the utility of dispositional variables in predicting the emergence of leadership.read more
Citations
More filters
Journal ArticleDOI
Corporate Social Responsibility: A Process Model of Sensemaking
Kunal Basu,Guido Palazzo +1 more
TL;DR: In contrast to content-based models of corporate social responsibility (CSR), this article propose a process model of organizational sensemaking explaining how managers think, discuss, and act with respect to their key stakeholders and the world at large.
Journal ArticleDOI
Building a Climate for Innovation Through Transformational Leadership and Organizational Culture
TL;DR: In this article, the authors called for organizations to be more flexible, adaptive, entrepreneurial, and innovative in meeting the changing demands of today's environment, and appropriate leadership to effect such ch...
Journal ArticleDOI
Leader distance: a review and a proposed theory
John Antonakis,Leanne E. Atwater +1 more
TL;DR: In this paper, the authors define leader distance in terms of three independent dimensions: leader-follower physical distance, perceived social distance, and perceived task interaction frequency, and propose an integrated cross-level model of leader distance, linking the distance typologies to leader outcomes at individual and group levels of analysis.
Journal ArticleDOI
Leadership and levels of analysis: A state-of-the-science review
TL;DR: A comprehensive, qualitative, narrative review of the leadership literature with an explicit focus on levels-of-analysis issues is presented in this article, focusing on conceptual and empirical publications (books, book chapters, and journal articles).
References
More filters
Journal ArticleDOI
The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.
Reuben M. Baron,David A. Kenny +1 more
TL;DR: This article seeks to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating the many ways in which moderators and mediators differ, and delineates the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena.
Journal ArticleDOI
The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory
TL;DR: In this article, a self-concept based motivational theory is proposed to explain the process by which charismatic leader behaviors cause profound transformational effects on followers, and testable propositions about the behavior of charismatic leaders and their effects on the followers are derived.
Journal ArticleDOI
A Path-Goal Theory of Leader Effectiveness
TL;DR: In this article, an explanation of the effects of leader behavior on subordinate satisfaction, motivation, and performance is presented, derived from a path-goal theory of motivation, which specifies some of the situational moderators on which the effect of specific leader behaviors are contingent.
Journal ArticleDOI
Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership
TL;DR: A total of 3786 respondents in 14 independent samples, ranging in size from 45 to 549 in US and foreign firms and agencies, completed the latest version of the Multifactor Leadership Questionnaire (MLQ Form 5X), each describing their respective leader Based on prior literature, nine models representing different factor structures were compared to determine the best fit for the MLQ survey.
Journal ArticleDOI
Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature
TL;DR: A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to compute an average effect for different leadership scales, and probe for certain moderators of the leadership style-effectiveness relationship as mentioned in this paper.