Pathways to Outstanding Leadership: A Comparative Analysis of Charismatic, Ideological, and Pragmatic Leaders

By Michael D. Mumford. 2006

195 citations recorded by the source corpus.

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In Strategy and Management

Citations in the corpus

What makes leadership, leadership? Using self-expansion theory to integrate traditional and contemporary approaches (2013, background): “As Mumford et al. (2008) note, “The commitment of these elites to the leader will, in turn, be based on mutual interest rather than on personal commitment to the leader” (p.”
Charismatic, ideological, and pragmatic leadership: Multi-level influences on emergence and performance (2008, background): “These observations led Mumford and his colleagues (Mumford, 2006; Mumford & Van Doorn, 2001; Strange & Mumford, 2002) to argue that we might need to examine alternative pathways to, or alternative types of, outstanding leadership.”
Environmental Influences on Ethical Decision Making: Climate and Environmental Predictors of Research Integrity (2007, background): “Mental models associated with a negative view of others may lead to unethical decisions as a self-protective mechanism (Mumford, 2006).”
Cognitive skills and leadership performance: The nine critical skills (2017, background): “…or leader-member exchange (e.g., Graen & Uhl-Bien, 1995), 2) the leader as politician meta-model evident in studies of charismatic leadership (e.g., Mumford, 2006) and interpersonal appraisal processes (e.g., Shondrick, Dinh, & Lord, 2010), 3) the leader as warrior metamodel evident in studies of…”
A 25-year perspective on levels of analysis in leadership research (2014, unknown): “…leaders are very rational, focusing on the present (Bedell-Avers, Hunter, & Mumford, 2008; Eubanks et al., 2010; Hunter, Bedell-Avers, & Mumford, 2009; Ligon, Hunter, & Mumford, 2008; Mumford, 2006; Mumford, Antes, Caughron, & Friedrich, 2008; Mumford & Van Doorn, 2001; Strange & Mumford, 2005).”
Destructive Leadership: A Critique of Leader-Centric Perspectives and Toward a More Holistic Definition (2016, background): “Indeed, in a unique series of historiometric studies that coded biographies of historical leaders into quantitative indices, Mumford (2006) and O’Connor et al. (1995) found that personalized leaders, who focus on enhancing their power regardless of the costs to others and the organization (House…”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “…Academy of Management and John Wiley & Sons Ltd. Mumford and colleagues argue that the distinction made between charismatic leaders who have a socialized orientation vs those with a personalized orientation also applies to ideological and pragmatic leaders (Mumford 2006; Strange and Mumford 2002).”