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

      1 , 2
      Academy of Management Annals
      Academy of Management

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          Most cited references127

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          Transformational and transactional leadership: a meta-analytic test of their relative validity.

          This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance. (c) 2004 APA, all rights reserved
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            An evaluation of conceptual weaknesses in transformational and charismatic leadership theories

            Gary Yukl (2000)
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              Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance.

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                Author and article information

                Journal
                Academy of Management Annals
                ANNALS
                Academy of Management
                1941-6520
                1941-6067
                June 2013
                June 2013
                : 7
                : 1
                : 1-60
                Affiliations
                [1 ]Rotterdam School of Management, Erasmus University
                [2 ]Fuqua School of Business, Duke University
                Article
                10.5465/19416520.2013.759433
                a587d3df-5f7d-4772-aeed-e0145aee6c28
                © 2013
                History

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