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Publication Details
AFRICAN RESEARCH NEXUS
SHINING A SPOTLIGHT ON AFRICAN RESEARCH
Pseudo-Transformational Leadership: Model Specification and Outcomes
Journal of Applied Social Psychology, Volume 41, No. 12, Year 2011
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Description
A model of pseudo-transformational leadership was tested in 4 experiments. Pseudo-transformational 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. © 2011 Wiley Periodicals, Inc.
Authors & Co-Authors
Barling, Julian I.
Canada, Kingston
The Stephen J. R. Smith School of Business
Statistics
Citations: 67
Authors: 1
Affiliations: 3
Identifiers
Doi:
10.1111/j.1559-1816.2011.00858.x
ISSN:
15591816
Research Areas
Health System And Policy
Participants Gender
Male