Transactional, Charismatic and Transformational Leadership: : Conditions Conducive to their Predominance

Abstract

Leadership literature in the past decade has drawn a sharp distinction between three types of leadership: transactional, charismatic and transformational. The leadership literature has dealt extensively with the sources and aspects of these leadership patterns, particularly in the context of “the leader and his people”, emphasizing transactional leadership as expressed in the contingency models developed mostly in the 1960s and 1970s. Offers a more comprehensive view and examines the probability of the various leadership patterns emerging in organizations from the point of view of the conditions prevailing in the organization and their psychological implications. Indicates the need to expand the paradigms developed concerning leadership in organizations. Presents the meanings of these arguments.

Citation

Popper, M. and Zakkai, E. (1994), "Transactional, Charismatic and Transformational Leadership: : Conditions Conducive to their Predominance", Leadership & Organization Development Journal, Vol. 15 No. 6, pp. 3-7. https://doi.org/10.1108/01437739410066063