Bedell-Avers, Katrina, Hunter, Samuel T., Angie, Amanda D., Eubanks, Dawn L. and Mumford, Michael D.. (2009) Charismatic, ideological, and pragmatic leaders : an examination of leader–leader interactions. Leadership Quarterly, Vol.20 (No.3). pp. 299-315. ISSN 1048-9843

Full text not available from this repository.

Abstract

Although a number of researchers have examined and demonstrated the unique relationships different types of leaders develop with their followers (Dansereau, F., Graen, G.B., & Haga, W.J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46–78.; Dienesh & Liden, 1986; Mumford, 2006), relatively little is known regarding how outstanding leaders interact or work together (Hunter, Bedell-Avers, Mumford, 2009-this issue). Given the particular importance of such questions, especially when considering leaders who have the potential to influence national and worldwide developments, the intent of the present study was to examine the leader–leader exchange relationships of charismatic, ideological, and pragmatic leaders. Due to the difficulty associated with examining high-level leader–leader exchanges, a hybrid qualitative–quantitative approach was taken to assess the interactions of Frederick Douglas, W.E.B. Dubois, and Booker T. Washington – three high-level leaders who responded to the same crisis, in the same time period, in the same region of the world. The results provide preliminary evidence regarding the interactions of charismatic, ideological, and pragmatic leaders; in fact, they indicate that leaders interact in a manner consistent with their mental model.

Item Type:	Journal Article
Subjects:	H Social Sciences > HM Sociology
Divisions:	Faculty of Social Sciences > Warwick Business School > Behavioural Science Faculty of Social Sciences > Warwick Business School > Marketing & Strategic Management Faculty of Social Sciences > Warwick Business School
Journal or Publication Title:	Leadership Quarterly
Publisher:	Elsevier
ISSN:	1048-9843
Date:	2009
Volume:	Vol.20
Number:	No.3
Number of Pages:	17
Page Range:	pp. 299-315
Identification Number:	10.1016/j.leaqua.2009.03.014
Status:	Peer Reviewed
Publication Status:	Published
Access rights to Published version:	Restricted or Subscription Access
URI:	http://wrap.warwick.ac.uk/id/eprint/44529

Request changes to a record

Actions (login required)

View Item