Abstract
This paper reexamines the additive effect of the transformational leadership model to refine the perception of the transformational leadership theory. It concludes that transformational leadership does not produce a total effect the same as the sum of the effects of the four I’s. It argues that the additive effect of transformational leadership is a myth and that the four I’s do not have an additive influence. Therefore, researchers should not introduce the four I’s as a legitimate model of transformational leadership. For future research, this paper highlights the need for a new theory that justifies transformational, transactional, and laissez-faire leadership styles with conceptual clarity. Keywords: Additive Effect, Transformational Leadership, Four I’s, Myth, Conceptual Clarity To cite this document: Massad Awdah Alatawi, Myth of the Additive Effect of The Transformational Leadership Model, Contemporary Management Research, Vol.13, No.1, pp. 19-30, 2017. Permanent link to this document: http://dx.doi.org/10.7903/cmr.16269
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