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April 16, 2014
 
 
Canadian Excellence

Amy Christie




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Amy Christie

Pseudo-transformational leadership: Model specification and outcomes


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

published: 2010 | Research publication | Refereed Journals - OB/HRM

Christie, A.M., Barling, J., & Turner, N. (forthcoming). Pseudo-transformational leadership: Model specification and outcomes. Journal of Applied Social Psychology.

ABSTRACT

A model of pseudo-transformational leaddership is tested in 4 experiments. Pseudo-transformational leadership is defined by self-serving yet highly inspirational leadership behaviors, an unwillingness to encourage independent thought in subordinates, and little caring for one's subordinates more generally. Study 1 (N = 167) uses vignettes to differentiate among transformational, pseudo-transformational, and laissez-faire leadership styles. Study 2 (N = 179) replicates this model using ratings of characters in the film 12 Angry Men (Fonda, Rose, & Lumet, 1957). Study 3 (N = 120) tests the model controlling for participant perceptions of leader affect and prototypical leadership behaviors. Study 4 (N = 127) extends the ecological validity of the model and range of outcomes. Across the studies, support is obtained for the model.

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revised Feb 10/10

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