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September 19, 2014
 
 
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Amy Christie




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Amy Christie

Pseudo-transformational leadership: Toward the development and test of a model


Barling, J., Christie, A.M., & Turner, N.

published: 2008 | Research publication | Refereed Journals - OB/HRM

Barling, J., Christie, A.M., & Turner, N. (2008).  Pseudo-transformational leadership: Toward the development and test of a model.  Journal of Business Ethics, 81, 851 861.

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.

Download the article at: http://springerlink.com/content/72177038k0360325/

revised Aug 7/07

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