Transactors, Transformers and Beyond. A Multi-Method Development of a Theoretical Typology of Leadership.

By C. Pearce, H. P. Sims, Jonathan F. Cox, G. Ball, Eugene R. Schnell, Ken A. Smith, Linda Klebe Treviño. 2003

377 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/32985c0a5d07c9171c8d946d55ee1e3ccab55d8a

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Citations in the corpus

A contextual examination of new venture performance: entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism (2007, background): “Empowering leadership behavior encompasses the encouraging of self-rewards, self-leadership, opportunity thinking, participative goal-setting, and independent behavior by followers, subordinates, or group members (Pearce et al., 2003).”
When the Romance is Over: Follower Perspectives of Aversive Leadership (2007, background): “In particular, we hope to shed some light on the dark side of leadership, a side that has received comparatively little theoretical or empirical attention (Conger, 1990; Hogan, Raskin, & Fazzini, 1990; Pearce, Sims, Cox, Ball, Schnell, Smith, & Trevino, 2003).”
When should a leader be directive or empowering? How to develop your own situational theory of leadership (2009, background): “You have rarely used an aversive style of leadership because the disadvantages of this style include low flexibility, strong dissatisfaction, high turnover, rebellion, and low innovation among employees (Ball, Trevino, & Sims, 1994; Pearce et al., 2003; Podsakoff, Bommer, Podsakoff, & MacKenzie, 200”
The moderating effect of environmental dynamism on the relationship between entrepreneur leadership behavior and new venture performance (2006, methodology): “Primary behaviors of transformational leadership include providing vision and inspiration, and challenging the status quo ( Pearce et al., 2003 ).”
Leveraging Leaders (2015, background): “First, and as mentioned, empowering leadership involves behaviors of formal leaders (or, those leaders who are in positions of status and authority in their organizations), such as encouraging subordinates to express opinions and ideas, promoting collaborative decision making, and supporting informa”
Self-Leadership: A Multilevel Review (2011, methodology): “Building on the work of Manz and Sims (1987), Pearce et al. (2003) analyzed three samples and found empowering leadership to be a distinct type of leadership as part of a four-factor typology based on four leadership archetypes that were originally proposed by Manz and Sims (1991, 2001).”
TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META-ANALYTIC TEST OF THEIR RELATIVE VALIDITY (2011, background): “In their narrative review of the leader behavior literature, Fleishman and colleagues (1991) identified 65 distinct classifications of leader behavior, and subsequent reviews have only further highlighted the proliferation of leader behavior typologies and theories (Avolio et al., 2003; Pearce et al”
Personal epistemological beliefs and transformational leadership behaviours (2005, background): “Pearce, Sims, Cox, Ball, Schnell, Smith and Trevino (2003) describe transformational leaders as those who engage in behaviours that o Transmit a sense of mission, o Delegate authority, o Coach and teach, and o Emphasise problem solving and the use of reasoning (Pearce et al., 2003, p. 281).”
Are We On the Same Page? Effects of Self-Awareness of Empowering and Transformational Leadership (2008, background): “Indeed, Pearce et al. (2003) have empirically supported the distinction between empowering and transformational leadership behaviors.”
Can Empowering Leaders Affect Subordinates’ Well-Being and Careers Because They Encourage Subordinates’ Job Crafting Behaviors? (2018, background): “Because of its emphasis on autonomy, power sharing, and motivation support in employees, empowering leadership has been proposed to be a strong driver of fostering the psychological feeling of empowerment (Kim & Beehr, 2017a; Zhang & Bartol, 2010) and self-efficacy (Kim & Beehr, 2017b) as well as to”
Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement (2010, background): “Third, an empowering leader provides an employee with autonomy and prospects for self-determination by encouraging the individual to decide how to carry out his or her job (Pearce et al., 2003; Sims & Manz, 1996).”
Organizational culture and leadership style: The missing combination for selecting the right leader for effective crisis management (2017, background): “Three of these–—directive, transformational, and transactional–—are as presented in Pearce et al. (2003), while the fourth–—cognitive–—aligns with Fiedler, McGuire, and Richardson’s (1989) cognitive resource theory.”
Empowering leadership: Construct clarification, conceptualization, and validation of a new scale (2014, background): “In this changing “landscape” empowering leadership (EL) has emerged as a particular form of leadership, distinct from other approaches such as directive, transactional, and transformational leadership (Pearce et al., 2003).”