Transformational and Charismatic Leadership

By John Antonakis. 2012

177 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/9dbbc149b48a6c44f90df938b08072c7b378e54f

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Citations in the corpus

Conceptualizing and Measuring Transformational and Transactional Leadership (2019, unknown): “Together, transactional and transformational leadership make up the active components of what is referred to as the “full-range leadership theory” (Antonakis, 2012), which also holds a passive component, namely laissez-faire leadership defined as the absence of active leadership behavior.”
Can Charisma Be Taught? Tests of Two Interventions (2011, background): “Charisma and transformational leadership are related but theoretically distinct (see Antonakis, 2012; Yukl, 1999).”
Control Variables in Leadership Research: A Qualitative and Quantitative Review (2017, background): “…with several seminal meta-analyses on transformational leadership (e.g., Eagly, Johannesen-Schmidt, & van Engen, 2003; Judge & Piccolo, 2004; Lowe, Kroeck, & Sivasubramaniam, 1996) and has also been recognized as the “flagship” approach by notable leadership scholars (see Antonakis, 2012: 257).”
Charisma and organizational change: A multilevel study of perceived charisma, commitment to change, and team performance (2013, unknown): “Therefore, the consequences of charismatic leadership depend on the extent to which followers attribute charisma to the leader (Antonakis, 2012; Conger & Kanungo, 1987, 1988; House, 1999; Shamir, 1999; Yukl, 1999).”
Leadership and individual differences: At the cusp of a renaissance (2012, background): “…some sort of alchemic ability to transform individuals’ values (Bass, 1985; Burns, 1978); however, we are short on empirical studies showing that transformational leaders are actually able of performing such feats, whether on individuals or organizations (Antonakis, 2012; Antonakis & House, 2002).”
Employee Engagement and Leadership (2012, background): “This framework of transactional and transformational leadership was extended by Bass (1985) and his colleagues (Bass & Avolio, 1997), and is the most widely used transformational model today (Antonakis, 2011; Bass & Riggio, 2006).”