Pseudo-Transformational Leadership: Towards the Development and Test of a Model
By Julian Barling, A. Christie, Nick Turner. 2008
174 citations recorded by the source corpus.
Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/11cd3e0e14567bccb9fe6b2d47af38be9f780ff9
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In Demography
In Information Systems and Management
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure (2011, unknown): “Bass (1985) argued that transformational leaders could behave either ethically or unethically and distinguish between authentic (i.e., ethical) transformational and pseudo (i.e., unethical) transformational leadership (Barling, Christie, & Turner, 2008; Bass & Steidlmeier, 1999). Pseudo-transformati”
- Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “…leaders seek power at the expense of others, are unreliable, deceptive, calculating, and self-centered Leader traits and behaviors No No Barling et al. (2008) and Bass and Steidlmeier (1999) Personalized charismatic leadership Involves a leader’s (a) use of personal dominance and…”