Dominique van Schapen LMP
Anderson, M. H., & Sun, P. Y. (2017). Reviewing leadership styles: Overlaps and the need for
a new ‘full-range’ theory
Discuss that there are different types of leadership.
Charismatic leadership
Leaders who show a desirable future and motivate followers to sacrifice self-interests and
devote effort to the causes given by the leader.
A five-factor model:
• Being sensitive to constraints, threats and opportunities in external environment
• Articulating an appealing strategic vision
• Taking personal risks
• Exhibiting unconventional behavior
• Being sensitive to follower needs
Socialized charismatic leaders transcend their own self-interests, empowering and developing
their followers and articulating visions that serve the collective.
Personalized charismatic leaders are self-seeking and manipulate followers to achieve their
own interests. Are authoritative narcissists, and their need for power comes from low self-
esteem.
Transformational leadership
Encompasses four dimensions:
1. Charisma: the degree to which the leader behaves in admirable ways that cause followers
to identify with the leader
2. Inspirational motivation: degree to which leader articulates a vision that’s inspiring and
appealing to followers, and challenge them with high standards, communicate optimism
about future goal attainment, and provide meaning for task at hand.
3. Intellectual simulation: degree to which the leader challenges assumptions, takes risks and
solicits followers ideas and how much they stimulate creativity in followers.
4. Individualized consideration: degree to which leader attends to each followers needs, acts
as a mentor or coach to follower, and listens to followers concerns and needs.
Transformational leadership is strongly related to followers’ job satisfaction, satisfaction with
leader, motivation, organizational commitment and effort. Transformational leadership is also
related to leader effectiveness, followers’ commitment to change and work engagement.
Relation 1 Relation 2 Mediator
Transformational leadership team performance cognitive-based trust, team
potency, team cohesion
Transformational leadership employee helping behavior cognitive- and affect based
trust
Transformational leadership employee task performance psychological
empowerment
Transformational leadership organizational commitment leadership effectiveness
, Dominique van Schapen LMP
Transformational leadership is more effective in government organizations (vs. industrial),
organic (vs. mechanistic) and has stronger motivational effects when followers have contact
with people who are affected by their work (clients, customers).
Females show higher levels of transformational leadership than men.
Transactional leadership consists of 3 dimensions:
- Contingent reward: the degree to which the leader sets up constructive transactions
or exchanges with followers: leader clarifies expectations and establishes rewards for
meeting them.
- Management by exception: the degree to which the leader takes corrective action on
the basis of results of leader–follower transactions.
o Active: monitors follower behavior, anticipate problems and take actions
before it creates serious difficulties.
o Passive: wait until behavior has caused problems before taking action.
Contingent reward has 2 dimensions:
- Explicit psychological contract
- Implicit psychological contract: this one is more associated with transformational
leadership
More leadership styles:
- Initiating structure: role related, captures behaviors surrounding the way leaders
organize their roles and their follower’s roles
- Consideration: people related, developing relationships and mutual trust with
followers.
- Pragmatic: knowledge of practical, day-to-day problems that people and organizations
face and a focus on identifying cost-effective solutions that address functional needs.
Most flexible and able to work with other leader types (out of this, ideological and
charismatic). Also most Machiavellian.
- Ideological: emphasized personal values, standards to be maintained, and derivation
of meaning through adherence of these standards. Can be seen as a subtype of
charismatic leadership.
Historiometric method: coding chapters from various characteristics, then using discriminant
analyses to identify characteristics that differ among leaders categorized by type (CIP) and
orientation (socialized vs personalized).
Servant leadership is a style that focuses on growth of those who are being simultaneously
led and served. They have 12 distinct dimensions:
1. Altruistic calling: the leaders’ deep-rooted desire and spiritual purpose to make
a positive difference in others’ lives through service
2. Persuasive mapping describes the extent to which leaders uses sound reasoning
and mental frameworks to map issues and conceptualize greater possibilities
for the future
3. Courage: is the ability to see things differently and taking risks with new ways
to deal with old problems
Anderson, M. H., & Sun, P. Y. (2017). Reviewing leadership styles: Overlaps and the need for
a new ‘full-range’ theory
Discuss that there are different types of leadership.
Charismatic leadership
Leaders who show a desirable future and motivate followers to sacrifice self-interests and
devote effort to the causes given by the leader.
A five-factor model:
• Being sensitive to constraints, threats and opportunities in external environment
• Articulating an appealing strategic vision
• Taking personal risks
• Exhibiting unconventional behavior
• Being sensitive to follower needs
Socialized charismatic leaders transcend their own self-interests, empowering and developing
their followers and articulating visions that serve the collective.
Personalized charismatic leaders are self-seeking and manipulate followers to achieve their
own interests. Are authoritative narcissists, and their need for power comes from low self-
esteem.
Transformational leadership
Encompasses four dimensions:
1. Charisma: the degree to which the leader behaves in admirable ways that cause followers
to identify with the leader
2. Inspirational motivation: degree to which leader articulates a vision that’s inspiring and
appealing to followers, and challenge them with high standards, communicate optimism
about future goal attainment, and provide meaning for task at hand.
3. Intellectual simulation: degree to which the leader challenges assumptions, takes risks and
solicits followers ideas and how much they stimulate creativity in followers.
4. Individualized consideration: degree to which leader attends to each followers needs, acts
as a mentor or coach to follower, and listens to followers concerns and needs.
Transformational leadership is strongly related to followers’ job satisfaction, satisfaction with
leader, motivation, organizational commitment and effort. Transformational leadership is also
related to leader effectiveness, followers’ commitment to change and work engagement.
Relation 1 Relation 2 Mediator
Transformational leadership team performance cognitive-based trust, team
potency, team cohesion
Transformational leadership employee helping behavior cognitive- and affect based
trust
Transformational leadership employee task performance psychological
empowerment
Transformational leadership organizational commitment leadership effectiveness
, Dominique van Schapen LMP
Transformational leadership is more effective in government organizations (vs. industrial),
organic (vs. mechanistic) and has stronger motivational effects when followers have contact
with people who are affected by their work (clients, customers).
Females show higher levels of transformational leadership than men.
Transactional leadership consists of 3 dimensions:
- Contingent reward: the degree to which the leader sets up constructive transactions
or exchanges with followers: leader clarifies expectations and establishes rewards for
meeting them.
- Management by exception: the degree to which the leader takes corrective action on
the basis of results of leader–follower transactions.
o Active: monitors follower behavior, anticipate problems and take actions
before it creates serious difficulties.
o Passive: wait until behavior has caused problems before taking action.
Contingent reward has 2 dimensions:
- Explicit psychological contract
- Implicit psychological contract: this one is more associated with transformational
leadership
More leadership styles:
- Initiating structure: role related, captures behaviors surrounding the way leaders
organize their roles and their follower’s roles
- Consideration: people related, developing relationships and mutual trust with
followers.
- Pragmatic: knowledge of practical, day-to-day problems that people and organizations
face and a focus on identifying cost-effective solutions that address functional needs.
Most flexible and able to work with other leader types (out of this, ideological and
charismatic). Also most Machiavellian.
- Ideological: emphasized personal values, standards to be maintained, and derivation
of meaning through adherence of these standards. Can be seen as a subtype of
charismatic leadership.
Historiometric method: coding chapters from various characteristics, then using discriminant
analyses to identify characteristics that differ among leaders categorized by type (CIP) and
orientation (socialized vs personalized).
Servant leadership is a style that focuses on growth of those who are being simultaneously
led and served. They have 12 distinct dimensions:
1. Altruistic calling: the leaders’ deep-rooted desire and spiritual purpose to make
a positive difference in others’ lives through service
2. Persuasive mapping describes the extent to which leaders uses sound reasoning
and mental frameworks to map issues and conceptualize greater possibilities
for the future
3. Courage: is the ability to see things differently and taking risks with new ways
to deal with old problems
