Visionary Leadership Research Paper by Joanne Hall

Visionary Leadership
A practical and conceptual analysis of the contributions of charismatic and transformational approaches to leadership research in relation to their ability to inform practice within complex organisational settings.
# 52957 | 7,130 words | 48 sources | MLA | 2004 | GB
Published on Sep 27, 2004 in Business (Management) , Business (Human Resources)

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This paper summarises the main focuses of leadership research in the 1980?s and 1990?s, which given increasingly competitive, deregulated, technology led, globalised business environments required theories of leadership which emphasises the need for quantum change and cultural reinvention as a basis for economic success. Thus, the main focus of leadership research during this period led to the development of charismatic and transformational theories of leadership, which emphasised change, flexibility, creativity and reinvention at an individual, team and organisational level as key outcomes of the leadership process. However, these theories of leadership are not without criticism both in terms of their practical application and the soundness of the underlying research paradigms. The work of Bass (1985, 1990, 1998), Bass & Avolio (1985, 1990, 1994, 1995), House (1977), Conger & Kunungo (1987, 1999), Shamir et al, (1993), Hunt (1996), Yukl (1998, 1999) among others is critically appraised in order to identify the main tenets of transformational and charismatic leadership theory and to critically evaluate their contributions to leadership research and practice.

Explanation of Transformational Leadership Behaviours
A Full Range Model of Transformational Leadership
Criticisms of Transformational Leadership Theory
Charismatic Leadership
Personal Identification
Social Identification
Facilitating Conditions
Criticisms of Charismatic Leadership Theory

From the Paper:

"The concept of transformational leadership is described in a seminal work by the political sociologist James MacGregor Burns entitled Leadership (1978). In his work, Burns attempts to link the roles of leadership and followership. He describes leaders as those people who tap the motives of followers. Transactional leadership occurs when leaders set up relationships with followers that are based on an exchange for some resource valued by the followers. Interactions between the transactional leader and the followers appear to be episodic, short-lived and limited to that one particular transaction. A transactional leader balances the demands of the organisation and the requirements of the people within the organisation. Transformational leadership is much more complex and happens when people are engaged together in such a way that leaders and followers encourage one another to increase levels of motivation and morality. In such situations the aspirations of leaders and followers merge to become one, (Bass, 1998)."

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