Charismatic, ideological, and pragmatic leadership: An examination of multi-level influences on emergence and performance

Research in Multi-Level Issues

Volumn 8, Issue , 2009, Pages 79-116

  Mumford, Michael D ^a   Hunter, Samuel T ^b   Friedrich, Tamara L ^a   Caughron, Jay J ^a  

^a UNIVERSITY OF OKLAHOMA   (United States)

^b PENNSYLVANIA STATE UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 77951228753     PISSN: 14759144     EISSN: None     Source Type: Book Series    
DOI: 10.1108/S1475-9144(2009)0000008004     Document Type: Review

References (118)

1. Ammeter, A. P., Douglas, C., Gardner, W. L., Hochwarter, W. A., & Ferris, G. R. (2002). Toward a political theory of leadership. Leadership Quarterly, 13, 751-796.
2. Antonakis, J., & Atwater, L. (2002). Leader distance: A review and a proposed theory. Leadership Quarterly, 13, 673-705.
3. Ashkanasy, N. M. (2002). Studies of cognition and emotion in organizations: Attribution, affective events, emotional intelligence and perception of emotion. Australian Journal of Management, 27, 11-20.
4. Avolio, B. J., Howell, J. M., & Sosik, J. J. (1999). A funny thing happened on the way to the bottom line: Humor as a moderator of leadership style effects. Academy of Management Journal, 42, 219-227.
5. Barbuto, J. E., & Burbach, M. E. (2006). The emotional intelligence of transformational leaders: A field study of elected officials. Journal of Social Psychology, 146, 51-64.
6. Bass, B. M. (1985). Leadership beyond expectations. New York: Free Press.
7. Bass, B. M. (1990). Bass and Stogdill's handbook of leadership: Theory, research, and managerial applications. New York: Free Press.
8. Bass, B. M., & Avolio, B. J. (1990). The implications of transactional and transformational leadership for individual, team, and organizational development. In: W. Pasmore & R. W. Woodman (Eds), Research in organizational change and development (pp. 231-272). Greenwich, CT: JAI Press.
9. Bedell, K. E., Hunter, S. T., Angie, A. D., & Vert, A. (2006). A historiometric examination of Machiavellianism and a new taxonomy of leadership. Journal of Leadership and Organizational Studies, 12, 50-72.
10. Bedell, K. E., Hunter, S. T., & Mumford, M. D. (2009). Problem-solving tactics of charismatic, ideological and pragmatic leaders: A comparative experimental study. Leadership Quarterly, 19, 89-106.
11. Beyer, J. M. (1999). Taming and promoting charisma to change organizations. Leadership Quarterly, 10, 307-330.
12. Bommer, W. H., Rubin, R. S., & Baldwin, T. T. (2004). Setting the stage for effective leadership: Antecedents of transformational leadership behavior. Leadership Quarterly, 15, 195-210.
13. Bradbury, H., & Lichtenstein, B. M. B. (2000). Relationality in organizational research: Exploring the space between. Organization Science, 11, 551-564.
14. Chiozza, G., & Goemans, H. E. (2003). Peace through insecurity: Tenure and international conflict. Journal of Conflict Resolution, 47, 443-467.
15. Choi, Y., & Yoon, J. (2005). Effects of leaders' self-sacrificial behavior and competency on followers' attribution of charismatic leadership among Americans and Koreans. Current Research in Social Psychology, 11, 51-69.
16. Colbert, B. A. (2004). The complex resource-based view: Implications for theory and practice in strategic human resource management. Academy of Management Review, 29, 341-358.
17. Collinson, D. (2006). Rethinking followership: A post-structuralist analysis of follower identities. Leadership Quarterly, 17, 179-189.
18. Conger, J. A. (1999). Charismatic and transformational leadership in organizations: An insider's perspective on developing streams of research. Leadership Quarterly, 10, 145-180.
19. Conger, J. A., & Kanungo, R. S. (1988). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637-647.
20. Conger, J. A., & Kanungo, R. S. (1998). Charismatic leadership in organizations. Thousand Oaks, CA: Sage.
21. Connelly, M. S., Gilbert, J. A., Zaccaro, S. J., Threlfall, K. V., Marks, M. A., & Mumford, M. D. (2000). Exploring the relationship of leadership skills and knowledge to leader performance. Leadership Quarterly, 11, 65-86.
22. Damanpour, F. (1991). Organizational innovation: A meta-Analysis of effects of determinants and moderators. Academy of Management Journal, 34, 555-590.
23. Day, D. V., Gronn, P., & Salas, E. (2004). Leadership capacity in teams. Leadership Quarterly, 15, 857-880.
24. Dean, J. W. Jr., & Sharfman, M. P. (1996). Does decision process matter? A study of strategic decision-making effectiveness. Academy of Management Journal, 39, 368-396.
25. de Hoogh, A. H. B., den Hartog, D. N., & Koopman, P. L. (2004). Charismatic leadership, environmental dynamism, and performance. European Journal of Work and Organizational Psychology, 13, 447-471.
26. Deluga, R. J. (2001). American president Machiavellianism: Implications for charismatic leadership and rated performance. Leadership Quarterly, 12, 334-363.
27. Drazin, R., Glynn, M. A., & Kazanjain, R. K. (1999). Multi-level theorizing about creativity in organizations: A sensemaking perspective. Academy of Management Review, 24, 286-329.
28. Dumdum, U. R., Lowe, K. B., & Avolio, B. J. (2002). A meta-Analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In: B. J. Avolio & F. J. Yammarino (Eds), Transformational and charismatic leadership: The road ahead (Vol. 2, pp. 35-66). Oxford, UK: Elsevier.
29. Dvir, T., & Shamir, B. (2003). Follower developmental characteristics as predicting transformational leadership: A longitudinal field study. Leadership Quarterly, 14, 327-344.
30. Elenkov, D. S., & Manev, I. M. (2005). Top management leadership and influence on innovation: The role of sociocultural context. Journal of Management, 31, 381-402.
31. Ferris, G. R., Adams, G., Kolodinsky, R. W., Hochwarter, W. A., & Ammeter, A. P. (2002). Perceptions of organizational politics: Theory and research directions. In: F. J. Yammarino & F. Dansereau (Eds), The many faces ofmulti-level issues (pp. 179-254). Oxford, UK: Elsevier.
32. Fiol, C. M., Harris, D., & House, R. J. (1999). Charismatic leadership: Strategies for effecting social change. Leadership Quarterly, 10, 449-482.
33. Fleishman, E. A. (1953). The description of supervisory behavior. Journal of Applied Psychology, 37, 1-6.
34. Frankwick, G. L., Walker, B. A., & Ward, J. C. (1994). Belief structures in conflict: Mapping a strategic marketing decision. Journal of Business Research, 31, 183-195.
35. Gioia, D. A., & Thomas, J. B. (1996). Institutional identity, image, and issue interpretation: Sensemaking during strategic change in academia. Administrative Science Quarterly, 41, 370-403.
36. Gioia, D. A., Thomas, J. B., Clark, S. M., & Chittipeddi, K. (1994). Symbolism and strategic change in academia: The dynamics of sensemaking and influence. Organization Science, 5, 363-383.
37. Goldstone, R. L., & Sakamoto, Y. (2003). The transfer of abstract principles governing complex adaptive systems. Cognitive Psychology, 46, 414-466.
38. Graen, G. B., & Uhl-Bien, M. (1998). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multilevel multi-domain perspective. In: F. Dansereau & F. J. Yammarino (Eds), Leadership: The multi-level approaches (pp. 103-134). Stamford, CT: JAI Press.
39. Halverson, S. E., Holladay, C. C., Kazma, S. M., & Quinones, M. A. (2004). Self-sacrificial behavior in crisis situations: The competing roles of behavioral and situational factors. Leadership Quarterly, 15, 211-240.
40. Hedlund, J., Forsythe, G. B., Horvath, J. A., Williams, W. M., Snook, S., & Sternberg, R. (2003). Identifying and assessing tacit knowledge: Understanding the practical intelligence of military leaders. Leadership Quarterly, 14, 117-140.
41. Hemlo-Silver, C. E., & Pfeffer, M. G. (2004). Comparing expert and novice understanding of a complex system from the perspective of structures, behaviors, and functions. Cognitive Science, 28, 127-138.
42. Hersey, P., & Blanchard, K. A. (1982). Leadership style: Attitudes and behaviors. Training and Development Journal, 36, 50-52.
43. Hofstede, G. (1983). National cultures revisited. Behavior Science Research, 18, 285-305.
44. House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321-338.
45. House, R. J. (1977). A 1976 theory of charismatic leadership. In: J. G. Hunt & L. L. Larson (Eds), Leadership: The cutting edge (pp. 189-207). Carbondale, IL: Southern Illinois University Press.
46. House, R. J., & Howell, J. M. (1992). Personality and charismatic leadership. Leadership Quarterly, 3, 81-108.
47. Howell, J. M., & Hall-Merenda, K. E. (1999). The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84, 680-694.
48. Hunt, J. G. (1999). Transformation/charismatic leadership's transformation of the field: An historical essay. Leadership Quarterly, 10, 129-144.
49. Hunt, J. G. (2004). Consideration and structure. In: J. M. Burns, G. R. Goethals & L. Sorenson (Eds), Encyclopedia of leadership (pp. 196-204). Great Barrington, MA: Berkshire/Sage.
50. Hunt, J. G., Boal, K. B., & Dodge, G. E. (1999). The effects of visionary and crisis responsive charisma on followers: An experimental examination of two kinds of charismatic leadership. Leadership Quarterly, 10, 423-448.
51. Hunter, S. T. (2007). The impact ofsituational framing and complexity on charismatic, ideological and pragmatic leaders: Investigation using a Computer Simulation. Dissertation Abstracts International, The University of Oklahoma (Vol. 52, p. 417).
52. Hunter, S. T., Bedell-Avers, K. E., & Mumford, M. D. (2009). Impact of situational framing and complexity on charismatic, ideological and pragmatic leaders: Investigation using a computer simulation. The Leadership Quarterly, 20, 21-45.
53. Jackson, S. E., & Dutton, J. E. (1988). Discerning threats and opportunities. Administrative Science Quarterly, 33, 370-387.
54. Jacobsen, C., & House, R. J. (2001). Dynamics of charismatic leadership: A process theory, simulation model, and tests. Leadership Quarterly, 12, 75-112.
55. Jaussi, K. S., & Dionne, S. D. (2003). Leading for creativity: The role of unconventional behavior. Leadership Quarterly, 14, 351-368.
56. Johnson-Laird, P. N. (1999). Deductive reasoning. Annual Review of Psychology, 50, 109-135.
57. Kahai, S. S., Sosik, J. J., & Avolio, B. J. (2003). Effects of leadership style, anonymity, and rewards on creativity-relevant processes and outcomes in an electronic meeting system context. Leadership Quarterly, 14, 369-376.
58. Keck, S. L., & Tushman, M. L. (1993). Environmental and organizational context and executive team structure. Academy of Management Journal, 36, 1314-1344.
59. Kenny, D. A., Mannetti, L., Pierro, A., Stefano, L., & Kashy, D. A. (2002). The statistical analysis of data from small groups. Journal of Personality and Social Psychology, 83, 126-137.
60. Kirkpatrick, S., & Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81, 36-51.
61. Klein, K. J., & House, R. J. (1998). On fire: Charismatic leadership and levels of analysis. In: F. Dansereau & F. J. Yammarino (Eds), Leadership: The multiple level approach (pp. 2-33). Stamford, CT: JAI Press.
62. Kozlowski, S. W., & Klein, K. J. (2000). A multilevel approach to theory and research in organizations: Contextual, temporal and emergent processes. In: K. Klein & S. Kozlowski's (Eds), Multilevel theory, research and methods in organizations. San Francisco, CA: Jossey-Bass.
63. Kuhnen, U., Hannover, B., & Shubert, B. (2001). The semantic-procedural interface model of the self: The role of self-knowledge for context-dependent versus context-independent modes of thinking. Journal of Personality and Social Psychology, 80, 397-409.
64. Ligon, G. S., Hunter, S. T., & Mumford, M. D. (2008). Development of outstanding leadership: A life narrative approach. Leadership Quarterly, 19, 312-334.
65. Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-Analytic review of the MLQ literature. Leadership Quarterly, 7, 385-425.
66. Lowe, P. (2001). The leadership strategies of top CEOs. Success, 48, 22.
67. Marcy, R. T., & Mumford, M. D. (in press). Social innovation: Enhancing creative performance through causal analysis. Creativity Research Journal.
68. Marta, S., Leritz, L. E., & Mumford, M. D. (2005). Leadership skills and group performance: Situational demands, behavioral requirements, and planning. Leadership Quarterly, 16, 97-120.
69. Merolla, J. L., Ramos, J. M., & Zechmeister, E. J. (2007). Crisis, charisma and consequences: Evidence from the 2004 Presidential election. Journal of Politics, 69, 1-30.
70. Miller, C. C., & Cardinal, L. B. (2004). Strategic planning an firm performance: A synthesis of more than two decades of research. Academy of Management Journal, 37, 1649-1666.
71. Moghaddam, F. M. (2005). The staircase to terrorism: A psychological exploration. American Psychologist, 60, 161-169.
72. Mumford, M. D. (2006). Pathways to outstanding leadership: A comparative analysis of charismatic, ideological, and pragmatic leaders. Mahwah, NJ: Erlbaum.
73. Mumford, M. D., Bedell, K. E., Hunter, S. T., Espejo, J., Eubanks, D., & Connelly, M. S. (2008). Violence in ideological and non-ideological groups: A quantitative analysis of qualitative data. Journal of Applied Social Psychology, 38, 1521-1561.
74. Mumford, M. D., & Connelly, M. S. (1991). Leaders as creators: Leader performance and problem solving in ill-defined domains. Leadership Quarterly, 2, 289-315.
75. Mumford, M.D., Espejo, J., Hunter, S. T., Bedell, K. E., Eubanks, D. L. & Connelly, S. (in press). The sources of leader violence: A multi-level comparison of ideological and non-ideological leaders. The Leadership Quarterly.
76. Mumford, M. D., & Hunter, S. T. (2005). Innovation in organizations: A multi-level perspective on creativity. In: F. J. Yammarino & F. Dansereau (Eds), Research in multi-level issues (Vol. IV). Oxford, England: Elsevier.
77. Mumford, M. D., Marcy, R. T., Eubanks, D. L., & Murphy, S. T. (in press). Leader cognition in complex systems: The identification and manipulation of causes. Leadership Quarterly.
78. Mumford, M. D., Marks, M. A., Connelly, M. S., Zaccaro, S. J., & Reiter-Palmon, R. (2000). Development of leadership skills: Experience and timing. Leadership Quarterly, 11, 87-114.
79. Mumford, M. D., Schultz, R. A., & Osburn, H. K. (2002). Planning in organizations: Performance as a multi-level phenomenon. In: F. J. Yammarino & F. Dansereau (Eds), Research in multi-level issues: The many faces of multi-level issues (pp. 3-36). Oxford, UK: Elsevier.
80. Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. Leadership Quarterly, 13, 705-750.
81. Mumford, M. D., & Strange, J. M. (2002). Vision and mental models: The case of charismatic and ideological leadership. In: B. J. Avolio & F. J. Yammarino (Eds), Charismatic and transformational leadership: The road ahead (pp. 109-142). Oxford, UK: Elsevier.
82. Mumford, M. D., & Van Doorn, J. R. (2001). The leadership of pragmatism: Reconsidering Franklin in the age of charisma. Leadership Quarterly, 12, 274-309.
83. Mumford, M. D., Zaccaro, S. J., Johnson, J. F., Diana, M., Gilbert, J. A., & Threlfall, K. V. (2000). Patterns of leader characteristics: Implications for performance and development. Leadership Quarterly, 11, 115-133.
84. Parry, K. W., & Proctor-Thomson, S. B. (2003). Leadership, culture and performance: The case of the New Zealand public sector. Journal of Change Management, 3, 376-399.
85. Pillai, R., & Meindl, J. R. (1998). Context and charisma: A 'meso' level examination of the relationship of organic structure, collectivism, and crisis to charismatic leadership. Journal of Management, 24, 643-671.
86. Pillai, R., Williams, E. A., Lowe, K. B., & Jung, D. L. (2003). Personality, transformational leadership, trust, and the 2000 US presidential vote. Leadership Quarterly, 14, 161-192.
87. Pillutla, M. M., Malhotra, D., & Murnighan, J. K. (2003). Attributions of trust and the calculus of reciprocity. Journal of Experimental Social Psychology, 39, 448-456.
88. Ployhart, R. E., & Schneider, B. (2002). A multi-level perspective on personnel selection research and practice: Implications for selection system design, assessment, and construct validation. In: F. J. Yammarino & F. Dansereau (Eds), The many faces of multi-level issues (pp. 95-140). Oxford, UK: Elsevier.
89. Post, J. M., Ruby, K. G., & Shaw, E. D. (2002). The radical group in context: I. An integrated framework for the analysis of group risk for terrorism. Studies in Conflict and Terrorism, 25, 73-100.
90. Prati, L. M., Douglas, C., & Ferris, G. R. (2003). Emotional intelligence, leadership effectiveness and team outcomes. International Journal of Organizational Analysis, 11, 21-40.
91. Pratt, M. G. (2000). The good, the bad, and the ambivalent: Managing identification among Amway distributors. Administrative Science Quarterly, 45, 456-493.
92. Rousseau, D. M., Sitkin, S. B., Burt, R. S., & Camerer, C. (1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23, 393-404.
93. Sanders, K., & Schyns, B. (2006). Leadership and solidarity behavior: Consensus in perception of employees within teams. Personnel Review, 35, 538-556.
94. Schriesheim, C. A., Castro, S. L., & Yammarino, F. J. (2000). Investigating contingencies: An examination of the impact of span of supervision and upward controllingness on leader-member exchange using traditional multivariate within and between entities analysis. Journal of Applied Psychology, 85, 659-677.
95. Shamir, B. (1995). Social distance and charisma: Theoretical notes and an exploratory study. Leadership Quarterly, 6, 19-47.
96. Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organizational Science, 4, 577-594.
97. Schlesinger, A. M. (1997). Rating the presidents: Washington to Clinton. Political Science Quarterly, 112, 179-190.
98. Simonton, D. K. (1990). Psychology, science, and history: An introduction to historiometry. New Haven, CT: Yale University Press.
99. Sosik, J. J., Kahai, S. S., & Avolio, B. J. (1999). Leadership style, anonymity, and creativity in group decision support systems: The mediating role of optimal flow. Journal of Creative Behavior, 33, 227-256.
100. Strange, J. M. (2004). Exceptional leaders and their followers: An in-depth look at leader-follower interactions. Dissertation Abstracts International (Vol. 65, Issue 1B, p. 470) (UMI No. AAT 3120032).
101. Strange, J. M., & Mumford, M. D. (2002). The origins of vision: Charismatic versus ideological leadership. Leadership Quarterly, 13, 343-377.
102. Strange, J. M., & Mumford, M. D. (2005). The origins of vision: Effects of reflection, models and analysis. Leadership Quarterly, 16, 121-148.
103. Sy, T., Tram, S., & O'Hara, L. A. (2006). Relation of employee and manager emotional intelligence to job satisfaction and performance. Journal of Vocational Behavior, 68, 461-473.
104. Tsui, A. S., Zhang, Z., Wang, H., Xin, K. R., & Wu, J. B. (2006). Unpacking the relationship between CEO leadership behavior and organizational culture. Leadership Quarterly, 17, 113-137.
105. Tushman, M. L., & O'Reilly, C. A. (1997). Winning through innovation: A practical guide to leading organizational change and renewal. Cambridge, MA: Harvard Business School Press.
106. Vincent, A. S., Decker, B. P., & Mumford, M. D. (2002). Divergent thinking, intelligence, and expertise: A test of alternative models. Creativity Research Journal, 14, 163-178.
107. Weber, M. (1924). The theory of social and economic organizations. New York: Free Press.
108. Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage.
109. Wesphal, J. D., & Stern, I. (2006). The other pathway to the boardroom: Interpersonal influence behavior as a substitute for elite credentials and majority status in obtaining board appointments. Administrative Science Quarterly, 51, 169-204.
110. Yammarino, F. J. (1996). Group leadership: A levels of analysis perspective. In: M. A. West (Ed.), The handbook of work group psychology (pp. 189-224). Chichester, England: Wiley.
111. Yammarino, F. J., & Dansereau, F. (2008). Multi-level nature of and multi-level approaches to leadership. Leadership Quarterly, 19, 135-141.
112. Yammarino, F. J., Dionne, S. D., Chun, J. U., & Dansereau, F. (2005). Leadership and levels of analysis: A state of science review. Leadership Quarterly, 16, 879-919.
113. Yorges, S. L., Weiss, H. M., & Strickland, O. J. (1999). The effects of leader outcomes on influence, attributions, and perceptions of charisma. Journal of Applied Psychology, 84, 428-436.
114. Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10, 285-305.
115. Yukl, G. (2006). Leadership in organizations. Upper Saddle River, NJ: Prentice-Hall.
116. Zaccaro, S. J., Gilbert, J., Thor, K. K., & Mumford, M. D. (1991). Leadership and social intelligence: Linking social perceptiveness and behavioral flexibility to leader effectiveness. Leadership Quarterly, 2, 317-331.
117. Zaccaro, S. J., Gualtieri, J., & Minionis, D. (1995). Task cohesion as a facilitator of team decision making under temporal urgency. Military Psychology, 7, 77-93.
118. Zaccaro, S. J., Mumford, M. D., Connelly, M. S., Marks, M. A., & Gilbert, J. A. (2000). Assessment of leader problem-solving capabilities. Leadership Quarterly, 11, 37-64.