Pseudo transformational leaders in history
The Ethical Leadership Project in Dialogue with Business ...
Thus Bass (1998) ruled-out as merely ‘pseudo-transformational’ leaders’ apparently transformative activity where their goals actually serve their self-interest by exploitatively warping followers’ morality, so that what results is collective immoral purpose--a hallmark of dictatorship.
[DOC File]Dissertation
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Howell and Avolio (1992) demonstrated that transformational leaders might act both ethically and unethically, depending on what values are embedded in their vision and program. In response, Bass and Steidlmeier (1999) proposed a distinction between authentic and pseudo-transformational leadership, arguing that “authentic transformational ...
[DOCX File]Foreword - Australian Public Service Commission
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According to Bass (1998), one of the main differences between true and pseudo-transformational leaders is that pseudo-transformational leaders believe in “distorted utilitarian and warped moral principles” (p. 15), whereas true transformational leaders are guided by the principles of morality, responsibility, and sense of discipline to ...
[DOC File]Week 1 - NMSU College of Business
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“History will soon prove that Communism, instead of being the final flowering of human civilisation, was a temporary aberration of the human mind, a brief nightmare to be soon forgotten. Communism, as it grew up in Russia and is growing up in China now, represented the darkness of the soul and imprisonment of the mind, colossal violence and ...
Pseudo-Transformational Leadership in the Workplace | Chron.com
The suggestion that ‘there are pseudo versus authentic transformational leaders’ led to research into authentic leadership (Avolio, et al., 2009, p. 423). Further reading James MacGregor Burns (1978).
[DOC File]vtechworks.lib.vt.edu
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Transformational leaders have visions of new scripts that change your role. Once it is changed, you again just do a transaction script, hopefully a better one. The chapter covers the history of behavior (in-the-box) leadership and moves out of the box to theatrics of leader behavior.
[DOC File]Contextualizing Leader Dynamics:
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This notion of explicitly advocating participatory modes of institutional administration while tacitly enacting strong leader-centered modes, can be interpreted in relation to transformational leadership theory as a form of pseudo-transformational leadership (Bass 1996). …
[DOC File]A short history of freedom - Sanjeev Sabhlok
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The history of western science as a cultural enterprise suggests that knowledge-building and technological innovation are driven by the interests of dominant elites (Gould, 1993; Takaki, 1993). Science as an objective quest for knowledge developed in the context of European imperialism and the quest for new lands and resources.
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Pseudo-transformational leaders, however, seek value-congruence by sharing unrealistic, unattainable and exploitative expectations. Transformational leadership (and congruent followers) is also value-centered, by sharing visions and values, mutual trust and respect, and unity in diversity (Giacalone & Jurkiewicz 2003:3).
[DOC File]Elevation at work
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Bass and Steidlmeier (1999) suggested that authentic leadership differentiated between pseudo and genuine transformational leadership. According to Wong and Laschinger (2013) the root element of leadership effectiveness was found, when leaders adopted authentic leadership practices.
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