A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board?

By D. van Knippenberg, Sim B. Sitkin. 2013

1,200 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b1b1b37ccb2ec5cdb1e061ebfc1b3b95302f6702

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Citations in the corpus

Creative Leadership: A Multi-Context Conceptualization† (2015, background): “…at the different levels of transformational influence reviewed above (the individual follower, the team, and organizational levels), can significantly advance our understanding and further address some of the recent criticisms of transformational leadership (van Knippenberg & Sitkin, 2013).”
Task and person-focused leadership behaviors and team performance: A meta-analysis (2016, result): “These results suggest that alternative mechanisms might explain the association between leadership behaviors and team outcomes and are aligned with some recent calls for conceptual refinements of leadership theories (Van Knippenberg & Sitkin, 2013).”
Charisma as signal: An evolutionary perspective on charismatic leadership (2017, background): “…the various shortcomings which have been identified and comprehensively addressed in recent reviews (e.g. Antonakis et al., 2016; van Knippenberg & Sitkin, 2013) our aim in this article is to show what unique contributions an evolutionary perspective can make to understanding charismatic…”
Instrumental leadership: Measurement and extension of transformational–transactional leadership theory (2014, result): “Our results suggest that a revamp of the MLQ model may be required (cf. van Knippenberg & Sitkin, 2013).”
Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “…identification mediational pathways were surprising, given that the leadership process has a strong affective component (e.g., Gooty et al., 2010) and that the identification with the leader is an important aspect in the leadership process (e.g., DeRue et al., 2011; van Knippenberg & Sitkin, 2013).”
Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms (2017, neutral): “…empowerment, positive effect, trust, person/job fit, core job characteristics, leader–member exchange (LMX), and work engagement (Aryee, Walumbwa, Zhou, & Hartnell, 2012; Chi & Pan, 2012; Piccolo & Colquitt, 2006; van Knippenberg & Sitkin, 2013; Wang, Law, Hackett, Wang, & Chen, 2005).”
Leadership, creativity, and innovation: A critical review and practical recommendations (2018, background): “…leader variables (as discussed above) and many of the mediators examined (e.g., trust and psychological safety, creative self-efficacy and creative identity: Van Knippenberg & Sitkin, 2013), it is likely that the literature suffers from construct proliferation and redundancy (Shaffer et al., 2016).”
A Network Analysis of Leadership Theory (2016, background): “…that researchers interested in this often-studied theory are pursuing it in light of modern research questions, suggesting that transformational leadership theory will remain at the forefront of leadership research for some time to come—despite calls to abandon it (van Knippenberg & Sitkin, 2013).”
A double-edged sword: Relationship between full-range leadership behaviors and followers' hair cortisol level (2016, background): “In doing so, we also address conceptual criticism from van Knippenberg and Sitkin (2013) who argued that transformational leadership behaviors are too distinct from one another to be merged into one composite score.”
It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams (2019, background): “…definition of change-oriented communication that avoids confounding activities with effects (Antonakis, Bastardoz, Jacquart, & Shamir, 2016; van Knippenberg & Sitkin, 2013; Yukl et al., 2002), we cannot rule out that there could be systematically cooccurring aspects in task- and…”
Turning their Pain to Gain: Charismatic Leader Influence on Follower Stress Appraisal and Job Performance (2016, background): “Operationally, charismatic leadership is most frequently examined as a combination of the idealized influence and inspirational motivation components of transformational leadership (Bass, 1998; Bass & Avolio, 1993; van Knippenberg & Sitkin, 2013).”