Transactors, transformers and beyond: a multi-method development of a theoretical typology of leadership

Citation

(2003), "Transactors, transformers and beyond: a multi-method development of a theoretical typology of leadership", Measuring Business Excellence, Vol. 7 No. 3. https://doi.org/10.1108/mbe.2003.26707cae.004

Transactors, transformers and beyond: a multi-method development of a theoretical typology of leadership

Transactors, transformers and beyond: a multi-method development of a theoretical typology of leadership

Pearce, C.L., Sims, H.P., Cox, J.F., Ball, G., Schnell, E., Smith, K.A. and Trevino, L., Journal of Management Development, (UK), 2003, Vol. 22 No. 4, Start page: 273, No. of pages: 35

Reports research designed to investigate and build a typology of leadership and leadership behaviors that extends the current model of transactional-transformational leadership. Sets out the major leadership theories since the mid-twentieth century, discussing the leadership behaviors they describe. Derives a model of leadership which has four leadership types – directive, transactional, transformational and empowering. Explores the behaviors associated with these leadership types further, using data from two independent research studies (the first in which 253 top management team members described the behavior of their CEO; the second in which 208 subordinates described the leadership behavior of their supervisors). From this concludes that there is doubt that a distinct behavioral type of directive leadership as formulated exists (suggesting that this might be split into two types – directive and aversive). Also concludes that transactional and transformational leadership may not be as distinct as has been thought. However, concludes that empowering leadership is a distinct leadership behavioral type. Tests out these results further, assessing if aversive leadership is a distinct leadership type and if transactional and transformational leadership types should be combined. Reports that aversive leadership was not confirmed. Concludes that there are at least four types of leadership – directive, transactional, transformational and empowering. Within this analysis, discusses the purpose and nature of typologies.