Pseudo-transformational Leadership Research Articles

Pseudotransformational Leadership and Best Practices for Safe-Guarding Institutions from Toxic Leadership Behaviors

Pseudotransformational Leadership and Best Practices for Safe-Guarding Institutions from Toxic Leadership Behaviors

When the victim becomes vicious: Combined effects of pseudo transformational leadership and epistemic motivation on contempt and deviant behaviors

Utilizing affective events theory (Weiss & Cropanzano, 1996), the current study unravels how and when pseudo-transformational leaders promote contempt, avoidance, and aggression. Specifically, we examined whether pseudo-transformational leadership enforces feelings of contempt, which, in turn, fosters interaction avoidance and covert aggression in followers. We hypothesized that contempt also has an indirect effect that is contingent on levels of epistemic motivation of followers. By adopting a multi-wave research design, we gathered data from 277 employees of the service sector of Pakistan. The results signified that followers of pseudo-transformational leaders feel contemptuous of them and respond with interaction avoidance and indirect aggression. Further, we found that the impact of pseudo-transformational leadership on contempt was more pronounced in individuals with higher levels of epistemic motivation. We believe that this study opens up a new avenue in the pseudo-transformational leadership literature by highlighting the mechanism and conditions under which such leaders are deleterious for organizations.

Vision of Effective Leadership

The purpose of the paper will be to develop a framework for the objective evaluation of leadership styles, including effective and dark side leadership. In the framework, various leadership approaches are identified, such as (1) Transformational Leadership, (2) Transactional Leadership, (3) Charismatic Leadership, (4) Situational Leadership, (5) Pseudo-Transformational Leadership. Using this framework, two historical leaders will be compared and contrasted according to their leadership style. In the final section, dark side leadership dimensions will be reviewed and evaluated. Based on the framework, a vision of leadership strategy plan will be completed for incorporating effective leadership, including recognizing darker characteristics and providing solutions to avoid the emergence of dark leadership.

Leading Change and Innovation Through “Organizational Laundering”

Change in organizations can be frequent, but change is not always necessary. In pursuit of innovation, and at times their own agenda, leaders who exhibit a pseudotransformational leadership style can have a catastrophic effect on the workplace. Promoting change under the guise of innovation benefits self and not the organization and sponsors a workplace in turmoil. These leaders practice organizational laundering, which is proposed as an introductory term resulting from employing a combination of destructive and pseudotransformational leadership styles in an attempt to be innovative and make organizational change.

Pseudo-transformational Leadership is in the Eyes of the Subordinates

Based on attribution theory, this research defines pseudo-transformational leadership to be driven by the interaction between transformational leadership and the subordinates’ perception of their supervisor’s manipulative intention. We investigate the effects of pseudo-transformational leadership on contextual performance through organizational identification. The results of hierarchical linear modeling using a sample of 214 subordinates reporting to 66 supervisors show that when subordinates perceive that their supervisor has a high level of manipulative intention, the impact of group-level transformational leadership on the subordinates will be reduced. More specifically, when subordinates perceive the manipulative intention of transformational leadership, they are less likely to identify with the organization, which ultimately limits their willingness to demonstrate contextual performance activities. The implications of these findings for theory as well as managerial practice are discussed.

Shedding Light on the Dark Side of Leadership

Leadership styles that have been characterized as destructive (e.g. abusive supervision, destructive leadership, petty tyranny, pseudo-transformational leadership) have received increasing research...

Using transformational leadership to improve job satisfaction and empowerment.

JAVMA, Vol 245, No. 10, November 15, 2014 S business owners use a variety of leadership styles. In veterinary clinics, the most common styles are reportedly either autocratic or paternalistic. However, these leadership styles can prevent staff members from working in a truly collaborative manner, limiting their effectiveness, causing them to become demotivated, and resulting in decreased job satisfaction and performance. Decreased job satisfaction and job performance, in turn, can adversely affect patient care, client satisfaction, client perception of value, and business revenues. Transformational leadership, in contrast, is a leadership style that focuses on the motives and needs of employees and seeks to emphasize employee empowerment, thereby improving job satisfaction, job effectiveness, and, ultimately, patient and client care. The concept of transformational leadership was first developed in the mid to late 1970s, and the approach is based on the idea that focusing on employee motivation will help leaders better guide employees toward the company’s stated goals. In contrast to the transformational leadership style are the transactional leadership and pseudotransformational leadership styles. The transactional leadership style focuses on providing rewards for appropriate employee behavior and punishments for inappropriate behavior. It is similar to the paternalistic style of leadership common in veterinary medicine. The pseudotransformational leadership style, similar to the transformational leadership style, focuses on the connection between leaders and employees. However, rather than focusing on employee needs, pseudotransformational leaders tend to be self-consumed, exploitive, and power oriented and tend to focus on their own interests, rather than the interests of their employees. Such a style is similar in some ways to the autocratic style of leadership. With the transformational leadership style, leaders are attentive to the needs of employees, are aware of how employees are motivated, and use this knowledge to help employees reach their true potential while achieving the company’s goals. Transformational leaders act as role models, articulate their goals, communicate high expectations to their staff, and focus on task-relevant motives. They are able to help employees transcend their own self-interests for the sake of the team, while still providing individualized considerUsing transformational leadership to improve job satisfaction and empowerment

Destructive Leadership

In this article, we propose a framework for understanding destructive leadership that summarizes the extant destructive leadership research and extends it in new directions. By reviewing the current literature on destructive leadership and drawing on organizational leadership theory and the more general research on deviant behaviors in organizations, we identify the underlying features and mechanisms that define destructive leadership. Recognizing that each form of destructive leadership currently studied (e.g., abusive supervision, petty tyranny, and pseudo-transformational leadership) addresses aspects of destructive leadership but fails to capture the complete picture of the phenomenon, we clarify the boundaries among the constructs studied within the domain of destructive leadership, address some ambiguities about the nature of destructive leadership, make explicit some characteristics of destructive leadership that set it apart from other forms of leading, and integrate this thinking into a theoretical model that helps us understand the manifestations of destructive leadership, and their antecedents and consequences.

The Effect Of A Pseudotransformational Leader: Whitewater Rafting In A Hurricane

Leadership is a long studied and interesting topic. As more thinking occurs with regard to different types and flavors, leadership sense-making is something that is done all the time. With this regard, such concepts come to light and often capture and incite our interest and appeal to the situation we are experiencing at the time. This is where we take the concept and reality of pseudo-transformational leadership. Pseudo-transformational leadership is less than authentic and can occur at any time and have a lasting negative outcome. When it is experienced, it can appear as a sudden change in an organizational event or a wind of change that doesnt rear its ugly intention at the time of occurrence. This article will take the reader on a journey of what can occur and how to lean with the gut feeling. It can be a true way of knowing what decisions to make and how to adapt and recover for such change. The metaphor is used as a whitewater raft to paint a visual picture of how this can affect and change an experience from a good or semi-good one to a horrible one, or at least one that is less than tasteful. This can also involve leadership style and behavior and can cause and exacerbate organizational conflict, as can we evidenced through the outcome of this case.

Simulated democracy and pseudo-transformational leadership in Hungary

Simulierte Demokratie und pseudo-transformative politische Fuh- rung in Ungarn«. This paper investigates current Hungarian political develop- ments with the conceptual tools provided by elite and leadership studies. It de- velops an argument about the institutionalization of simulated democracy, which applies to social situations when democratic institutions exist but where their consolidation is hampered by the norm breaching behaviour of elites and other social groups. The article investigates the responsibility of leaders and elites in two sections. First, the failure of the Hungarian elite settlement is de- scribed. Second, the working of simulated democracy is examined with special emphasis on elites' and leaders' behaviour in connection to media law, the new Constitution and other current institutional developments. In the conclusion the authors make an attempt to connect elite and leadership issues to institutional developments and highlight some normative consequences.

Pseudo-Transformational Leadership: Model Specification and Outcomes1

A model of pseudo-transformational leadership was tested in 4 experiments. Pseudotransformational leadership is defined by self-serving, yet highly inspirational leadership behaviors, unwillingness to encourage independent thought in subordinates, and little caring for one’s subordinates more generally. Study 1 (N = 167) used vignettes to differentiate among transformational, pseudo-transformational, and laissez-faire leadership styles. Study 2 (N = 179) replicated this model using ratings of characters in the film 12 Angry Men (Fonda, Rose, & Lumet, 1957). Study 3 (N = 120) tested the model, controlling for participant perceptions of leader affect and prototypical leadership behaviors. Study 4 (N = 127) extended the ecological validity of the model and range of outcomes. Across the studies, support was obtained for the model. jasp_858 2943..2984

Pseudo-Transformational Leadership: Towards the Development and Test of a Model

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.

The ethics of authentic transformational leadership

In response to worries about the morality of transformational leadership, Bass and Steidlmeier [Leadersh. Q. 10 (1999) 181] distinguish between authentic transformational leadership and inauthentic or pseudo-transformational leadership. The present article analyzes the conception of authenticity at the core of this normative account of leadership. I argue that the distinction between authentic transformational leadership and pseudo-transformational leadership fails to ground a sufficient response to ethical concerns about transformational leadership. To the extent that this theory holds that altruism suffices for ethical success, it misses the fact that leaders sometimes behave immorally precisely because they are blinded by their own values. In the end, we can expect that this kind of blindness will come to bear importantly on the moral psychology of leadership and, in some cases, encourage transformational leaders to believe that they are justified in making exceptions of themselves on the grounds that their leadership behavior is authentic.

Ethics, character, and authentic transformational leadership behavior

The morality of transformational leadership has been sharply questioned, particularly by libertarians, “grass roots” theorists, and organizational development consultants. This paper argues that to be truly transformational, leadership must be grounded in moral foundations. The four components of authentic transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) are contrasted with their counterfeits in dissembling pseudo-transformational leadership on the basis of (1) the moral character of the leaders and their concerns for self and others; (2) the ethical values embedded in the leaders' vision, articulation, and program, which followers can embrace or reject; and (3) the morality of the processes of social ethical choices and action in which the leaders and followers engage and collectively pursue.The literature on transformational leadership is linked to the long-standing literature on virtue and moral character, as exemplified by Socratic and Confucian typologies. It is related as well to the major themes of the modern Western ethical agenda: liberty, utility, and distributive justice Deception, sophistry, and pretense are examined alongside issues of transcendence, agency, trust, striving for congruence in values, cooperative action, power, persuasion, and corporate governance to establish the strategic and moral foundations of authentic transformational leadership.