Pseudo-Transformational Leadership: The Relevance within Corporations
Pseudo-Transformational Leadership
The Relevance within Corporations by Kimberley K. Hyde
A Paper Presented in Partial Fulfillment
Of the Requirements of
LEAD500 LEADERSHIP STYLES AND THEORIES
May 19, 2013
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Effective leadership is the greatest tool for the success of any organization; they articulate the vision of the organization and are the motivation for others to fulfill that vision. Leaders have an impact on those they lead; followers. In today’s corporate world companies and organizations need to be cognizant of staff they hire within leadership positions. During the interview process, it is particularly important to understand the interviewee’s leadership philosophies, ethics, morals and abilities before consideration for hire. Most leaders value the importance of ethical behavior and demonstrate their values and ethics in their leadership. There has been a tremendous focus within the media in the past decade about the ethics of leadership within corporations. Corporate scandals and government corruption seems to be all too common these days. Lately, we have heard an abundance of stories in reference to top executives within multi-million dollar companies found guilty of conspiracy, theft and fraud; also known as unethical or pseudo-transformational leadership. “Pseudo-transformational leaders may create the impression that they are doing the right things, but will secretly fail to do so due to their own narcissistic interests. They are less likely to listen to conflicting views and more likely to be intolerant of the differences of opinion between their followers and themselves” (Howell & Avolio, 1992). For appearances, a pseudo-transformational leader appears to be virtuous, but is actually deceptive. They set a regulatory plan to manipulate the values of followers and often at the expense of others and/or organizations. “Pseudo-transformational leaders’
The Relevance within Corporations by Kimberley K. Hyde
A Paper Presented in Partial Fulfillment
Of the Requirements of
LEAD500 LEADERSHIP STYLES AND THEORIES
May 19, 2013
\
Effective leadership is the greatest tool for the success of any organization; they articulate the vision of the organization and are the motivation for others to fulfill that vision. Leaders have an impact on those they lead; followers. In today’s corporate world companies and organizations need to be cognizant of staff they hire within leadership positions. During the interview process, it is particularly important to understand the interviewee’s leadership philosophies, ethics, morals and abilities before consideration for hire. Most leaders value the importance of ethical behavior and demonstrate their values and ethics in their leadership. There has been a tremendous focus within the media in the past decade about the ethics of leadership within corporations. Corporate scandals and government corruption seems to be all too common these days. Lately, we have heard an abundance of stories in reference to top executives within multi-million dollar companies found guilty of conspiracy, theft and fraud; also known as unethical or pseudo-transformational leadership. “Pseudo-transformational leaders may create the impression that they are doing the right things, but will secretly fail to do so due to their own narcissistic interests. They are less likely to listen to conflicting views and more likely to be intolerant of the differences of opinion between their followers and themselves” (Howell & Avolio, 1992). For appearances, a pseudo-transformational leader appears to be virtuous, but is actually deceptive. They set a regulatory plan to manipulate the values of followers and often at the expense of others and/or organizations. “Pseudo-transformational leaders’
References: Howell, J. M., & Avolio, B.J. (1992). The ethics of charismatic leadership: Submission or liberation? Academy of Management Executive, 6 (2), 43-54. Bass, B., Stiedlmeier, P. (1998) Ethics, character, and authentic transformational leadership. [Electronic Version]. Leadership Quarterly, 10(2). 181-218 Bass, B. & Bass, R. (2008). The Bass handbook of leadership: theory, leadership, and managerial application. New York: Simon & Schuster.