Virtuous leadership: A theoretical model and research agenda

Journal of Management, Spirituality and Religion

Volumn 3, Issue 1-2, 2006, Pages 60-77

  Pearce, Craig L ^a   Waldman, David A ^b   Csikszentmihalyi, Mihaly ^a  

^a CLAREMONT GRADUATE UNIVERSITY   (United States)

^b ARIZONA STATE UNIVERSITY   (United States)

Author keywords

Leadership; Organizational Learning; Virtuous Leadership Frames

Indexed keywords

EID: 85007890658     PISSN: 14766086     EISSN: 1942258X     Source Type: Journal    
DOI: 10.1080/14766080609518611     Document Type: Article

References (72)

1. Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F., and May, D.R. (2004) Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15, 801-823.
2. Avolio, B.J., Jung, D., Murry, W., and Sivasubramaniam, N. (1996) Building highly developed teams: Focusing on shared leadership process, efficacy, trust, and performance. In M. M. Beyerlein, D.A. Johnson, and S.T. Beyerlein (Eds.), Advances in Interdisciplinary Studies of Work Teams, Greenwich: JAI Press, Inc. 173-209
3. Bass, B. M. (1985) Leadership and Performance Beyond Expectations, New York: Free Press.
4. Bass, B. M., and Steidlmeier, P. (1999) Ethics, character, and authentic transformational leadership behaviour, The Leadership Quarterly, 10, 181-217.
5. Bass, B. M., Waldman, D. A., Avolio, B. J., and Bebb, M. (1987) Transformational leadership and the falling dominoes effect, Group and Organization Studies, 12, 73 87.
6. Burke, C. S., Fiore, S. M., and Salas, E. (2003) The role of shared cognition in enabling shared leadership and team adaptability, In C. L. Pearce and J. A. Conger (Eds.), Shared Leadership: Reframing the Hows and Whys of Leadership, Thousand Oaks, CA: Sage, 103-122
7. Bums, J. M. (1978) Leadership, New York: Harper Row.
8. Charan, R. (2005) Ending the CEO succession crisis, Harvard Business Review, February: 28-37.
9. Conger, J. A., (1990) The dark side of leadership, Organizational Dynamics, 19(2): 44-55.
10. Conger, J. A., and Kanungo, R. N. (1998) Charismatic Leadership in Organizations, Thousand Oaks, CA: Sage Publications.
11. Conger, J. A. and Pearce, C. L. (2003) A landscape of opportunities: Future research on shared leadership. In C. L. Pearce and J. A. Conger (Eds.) Shared leadership: Reframing the Hows and Whys of Leadership, Thousand Oaks, CA: Sage, 285-303.
12. Cox, J. F., Pearce, C. L. and Sims, H. P., Jr. (2003) Toward a broader agenda for leadership development: Extending the traditional transactional- transformational duality by developing directive, empowering and shared leadership skills, In S. E. Murphy and R. E. Riggio (Eds.) The Future of Leadership Development, Mahwah, NJ: Lawrence Earlbaum, 161-180.
13. Cranny, C. J., Smith, P. C. and Stone, E. F. (Eds.) (1992) Job Satisfaction: How People Feel About Their Jobs And How It Affects Their Performance. New York: Lexington Books.
14. Crossan, M., Lane, H., and White, R. (1999) An organizational learning framework: From intuition to institution, Academy of Management Review, 24(3), 522-538.
15. Csikszentmihalyi, I. (1988) Flow in historical context: The case of the Jesuits, In M. Csikszentmihalyi, and I. Csikszentmihalyi (Eds.), Optimal Experience: Psychological Studies of Flow in Consciousness, Cambridge: Cambridge University Press.
16. Csikszentmihalyi, M. (1990) Flow: The Psychology of Optimal Experience, New York: Harper Collins.
17. Csikszentmihalyi, M. (1993) The Evolving Self, New York: HarperCollins.
18. Csikszentmihalyi, M. (2003) Good Business: Flow, Leadership and the Making of Meaning, New York: Viking.
19. Donaldson, T. and Preston, L. (1995) The stakeholder theory of the firm: Concepts, evidence and implications, Academy of Management Review, 20(1): 65-92.
20. Ensley, M. D. and Pearce, C. L. (2000) Assessing the influence of leadership behaviors on new venture TMT processes and new venture performance. Presented to the 20th Annual Entrepreneurship Research Conference, Babson Park, Massachusetts, June, 2000.
21. Fisher, C. D. and Locke, E. A. (1992) The new look in job satisfaction research and theory, In C. J. Cranny, P. C. Smith and E. F. Stone (Eds.) Job Satisfaction: How People Feel About Their Jobs and How It Affects Their Performance, New York: Lexington Books, 165-194.
22. Freeman, R. E. (1984) Strategic Management: A Stakeholder Approach, Boston: Pitman.
23. Gardner, H, Damon, W and Csikszentmihalyi, M. (2001) Good Work: When Excellence And Ethics Meet, New York: Basic Books.
24. Gardner, W. L., and Avolio, B. J. (1998) The charismatic relationship: A dramaturgical perspective, Academy of Management Review, 23(1), 32-58.
25. Giacalone, R. A. Rnouse, S. B. and Pearce, C. L. (1998) The education of leaders: Impression management as a functional competence, Journal of Management Systems, 10(2), 67-80.
26. Hackman, J. R. and Oldham, G. R. (1980) Work Redesign, Reading, MA: Addison- Wesley.
27. Hogan, R. (1994) Trouble at the top: Causes and consequences of managerial incompetence, Consulting Psychology Journal: Practice & Research, 46, 9-15.
28. Hogan, R., Curphy, G. J., and Hogan, J. (1994) What we know about leadership effectiveness and personality, American Psychologist, 49, 493-504.
29. Hogan, R., and Hogan, J. (2001) Assessing leadership: A view from the dark side, International Journal of Selection & Assessment, 9, 40-51.
30. Hooker, C. and Csikszentmihalyai, M. (2003) Flow, shared leadership and creativity, In C. L. Pearce and J. A. Conger (Eds.) Shared leadership: Reframing the Hows and Whys of Leadership, Thousand Oaks, CA: Sage.
31. Houghton, J., Neck, C. P. and Manz, C. C. (2003) Self-leadership and super-leadership: The heart and the art of creating shared leadership in teams, In C. L. Pearce and J. A. Conger (Eds.), Shared leadership: Reframing the Hows and Whys of Leadership, Thousand Oaks, CA: Sage, 123-140.
32. House et al. (1999) Cultural influences on leadership and organizations: Project GLOBE, Advances in Global Leadership, 1, 171-233.
33. House, R. J., and Howell, J. M. (1992) Personality and charismatic leadership, The Leadership Quarterly, 3, 81-108.
34. Howell, J. M., and Avolio, B. J. (1992) The ethics of charismatic leadership: Submission or liberation? Academy of Management Executive, 6, 43-54.
35. Kanungo, R. N. (2001) Ethical values of transactional and transformational leaders, Canadian Journal of Administrative Sciences, 18, 257-265.
36. Kerr, S. and Jermier, J. M. (1978) Substitutes for leadership: Their meaning and measurement, Organizational Behavior and Human Performance, 22(3), 1-14.
37. Kets de Vries, M. F. R. (1993) Leaders, Fools, and impostors, San Francisco: Jossey-Bass.
38. Kohlberg, L. (1976) Moral stages and moralization: The cognitive-developmental approach, In T. Likona (Ed.), Moral Development And Behavior: Theory, Research, And Social Issues, Austin, TX: Holt, Rinehart and Winston, 31-53.
39. Kozlowski, S. W. J., and Klein, K. J. (2000) A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes, In K. J. Klein and S. W. J. Kozlowski (Eds.), Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions, San Francisco: Jossey-Bass, 3-90.
40. Kuhnert, K. W. (1994) Transforming leadership: Developing people through delegation, In B. M. Bass and B. J. Avolio (Eds.), Improving Organizational Effectiveness Through Transformational Leadership, Thousand Oaks, CA: Sage, 10-25.
41. Kuhnert, K. W., and Lewis, P. (1987) Transactional and transformational leadership: A constructive/developmental analysis, Academy of Management Review, 12, 648-657.
42. Lawler, E.E., III, and Finegold, D. (2000) Individualizing the organization: Past, present, and future, Organizational Dynamics, 29(1), 1-15
43. Lord, R.G., and Brown, D. J. (2001) Leadership, values, and subordinates self-concepts. The Leadership Quarterly, 12, 133-152
44. Lord, R.G., and Brown, D. J. (2004) Leadership Processes and Follower Self-Identity. Mahwah, New Jersey: Lawrence Erlbaum.
45. Maccoby, M. (2004) Narcissistic leaders: The incredible pros, the inevitable cons, Harvard Business Review, 82, 92-101.
46. Manz, C. C., and Sims, H. P. Jr. (1990) Super Leadership, New York: Berkeley Books.
47. Manz, C. C., and Sims, H. P. Jr. (1991) Super Leadership: Beyond the myth of heroic leadership, Organizational Dynamics, 19, 18-35.
48. Manz, C.C. and Sims, H.P., Jr. (2001) The New Super Leadership: Leading Others to Lead Themselves, San Francisco: Berrett-Koehler.
49. Mendonca, M. (2001) Preparing for ethical leadership in organizations, Canadian Journal of Administrative Sciences, 18, 266-276.
50. Mischel, W. (1977) The interaction of person and situation, In D. Magnusson and N. S. Ender (Eds.), Personality at the Crossroads: Current Issues in Interactional Psychology. Hillsdale, NJ: Erlbaum.
51. Pearce, C. L. (1997) The determinants of change management team effectiveness: A longitudinal investigation. Unpublished doctoral dissertation. College Park, MD.
52. Pearce, C. L. (2004) The future of leadership: Combining vertical and shared leadership to transform knowledge work, Academy of Management Executive, 18(1), 47-57.
53. Pearce, C. L., and Conger, J. A. (Eds.) (2003) Shared Leadership: Reframing the Hows and Whys Leadership, Thousand Oaks, CA: Sage Publications.
54. Pearce, C. L. and Ensley, M. D. (2004) A reciprocal and longitudinal investigation of the innovation process: The central role of shared vision in product and process innovation teams (PPITs), Journal of Organizational Behavior, 25, 259.
55. Pearce, Craig L. and Charles C. Manz (2005) The new silver bullets of leadership: The importance of self and shared leadership in knowledge work, Organizational Dynamics, 34(2): 130-140.
56. Pearce, C. L. and Sims, H. P., Jr. (2002) Vertical Versus Shared Leadership as Predictors of the Effectiveness of Change Management Teams: An Examination of Aversive, Directive, Transactional, Transformational, and Empowering Leader Behaviors, Group Dynamics: Theory, Research, and Practice, 6(2), 172-197.
57. Pearce, C. L., Sims, H. P., Jr., Cox, J. F., Ball, G., Schnell, E., Smith, K. A. and Trevino, L. (2003) Transactors, transformers and beyond: A multi-method development of a theoretical typology of leadership, Journal of Management Development, 22(4), 273-307.
58. Pearce, C. L., Yoo, Y. and Alavi, M. (2004) Leadership, social work and virtual teams: The relative influence of vertical vs. shared leadership in the nonprofit sector, In R. E. Riggio and S. Smith-Orr (Eds.) Improving Leadership in Nonprofit Organizations, San Francisco: Jossey Bass, 180-203.
59. Rauch, C. F., and Behling, O. (1984) Functionalism: Basis for an alternative approach to the study of leadership, In J. G. Hunt, D. M. Hosking, C. A. Schriesheim, and R. Stewart (Eds.), Leaders and Managers: International Perspectives on Managerial Behavior and Leadership, Elmsford, NY: Pergamon Press, 45-62.
60. Sashkin, M. (1988) The visionary leader. In J. A. Conger and R. N. Kanungo (Eds.), Charismatic Leadership: The Elusive Factor in Organizational Effectiveness, San Francisco: Jossey-Bass, 122-160.
61. Seligman, M and Csikszentmihalyi, M. (2000) Positive psychology: An introduction, American Psychologist, 55(1), 5-14.
62. Senge, P. M. (1990) The Fifth Discipline: The Art and Practice of The Learning Organization, New York: Doubleday.
63. Shamir, B., House, R. J., and Arthur, M. B. (1993) The motivational effects of charismatic leadership: A self-concept based theory, Organization Science, 4, 577-594.
64. Shamir, B., and Lapidot, Y. (2003) In C. L. Pearce and J. A. Conger (Eds.), Shared leadership: Reframing the Hows and Whys of Leadership, Thousand Oaks, CA: Sage, 285-303.
65. Turner, N., Barling, J., Epitropaki, O., Butcher, V., and Milner, C. (2002) Transformational leadership and moral reasoning, Journal of Applied Psychology, 87, 304-311.
66. Vera, D., and Crossan, M. (2004) Strategic leadership and organizational learning, Academy of Management Review, 29, 222-240.
67. Waldman, D. A., Ramirez, G. G., House, R. J., and Puranam, P. (2001) Does leadership matter?: CEO leadership attributes under conditions of perceived environmental uncertainty, Academy of Management Journal, 44, 134-143.
68. Waldman, D. A., Siegel, D., and Javidan, M. (2005) CEO transformational leadership and corporate social responsibility. Revision under review at the Journal of Management Studies.
69. Waldman, D. A., and Yammarino, F. J. (1999) CEO charismatic leadership: Levels- of-management and levels-of-analysis effects, Academy of Management Review, 24, 266-285.
70. Weaver, G. R., Trevino, L. K., and Cochran, P. L. (1999) Integrated and decoupled corporate social performance: Management commitments, external pressures, and corporate ethics practices, Academy of Management Journal, 42,539-552.
71. Winter, D. G. (1991) A motivational model of leadership: Predicting long-term management success from TAT measures of power motivation and responsibility, The Leadership Quarterly, 2, 67-80.
72. Yukl, G. (2002) Leadership in Organizations (5th ed.). Upper Saddle River, NJ: Prentice-Hall.