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Started from Downton’s (1973) work on “rebel leadership”

Burns (1978) explanation of leadership is known to be the catalyst for the
paradigm shift in how leadership theory has evolved

Bass (1985) continued to perfect Burns (1978) work by clarifying its application to practice

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Transformational Leadership – Strengths & Weaknesses 

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Transformational Leadership – Strengths & Weaknesses 

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| Strengths | Weaknesses
| •Grounded in moral values, it is among the earliest theories to espouse the importance of investing in follower development | •Full-range leadership is a misnomer as the meta-categories described do not account for all leadership behaviors
| •Substantial, high-quality research supports the validity of the theory and its influence on a wide range of leadership outcomes | •Little evidence of how followers, organizations, or systems are “transformed” as a result of behaviors
| •Situates transformational behaviors in the context of transactional and non-leader behaviors differentiating the influences of each | •Leader-centricity offers minimal consideration of follower agency despite articulating a mutual relationship between leaders and followers

Table 7.1 Strengths & Weaknesses of transforming/transformational leadership

(Dugan, 2017, p. 197).

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George (2003) introduces authenticity with leadership

Luthans & Avolio (2003) further promotes the integration of authentic leadership in leadership literature

Greatest weakness: a novel leadership approach with multiple interpretations of the theory

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Authentic Leadership – Strengths & Weaknesses 

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Authentic Leadership – Strengths & Weaknesses 

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| Strengths | Weaknesses
| •Extends the understanding of prosocial leadership theories by identifying authentic leadership as a root construct | •Leader-centric in design and treatment of followers
| •Positions ethical and moral values as drivers of leadership | •Lack of conceptual clarity contributing to multiple interpretations of the theory, its core concepts, and measurement
| •Incorporates the concept of psychological capital as a foundation with attention toward hope, optimism, and resilience | •Remains largely conceptual with limited empirical testing, some of which is identified as problematic

Table 9.3 Strengths and weaknesses of authentic leadership

(Dugan, 2017, p. 265).

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Compare/Contrast – Transformational & Authentic Leadership

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Compare/Contrast – Transformational & Authentic Leadership

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| Transformational | Authentic
| Leader-centricity offers minimal consideration of follower agency despite articulating a mutual relationship between leaders and followers  | Leader-centric in design and treatment of followers
| Grounded in moral values, it is among the earliest theories to espouse the importance of investing in follower development   | Positions ethical and moral values as drivers of leadership
| Situates transformational behaviors in the context of transactional and non-leader behaviors differentiating the influences of each  | Incorporates the concept of psychological capital as a foundation with attention toward hope, optimism, and resilience

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Educational Practice – Transformational Scenario

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Educational Practice – Transformational Scenario

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Inspirational Motivation is one of eight factors which represents the full range leadership model. It also creates a sense of connection towards working as a team. Dugan (2017) states, "[t]he leader both communicates and role-models enthusiasm and optimism to involve followers in constructing a shared vision for the group" (Dugan, 2017, p. 192).

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Educational Practice – Authentic Scenario

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Educational Practice – Authentic Scenario

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Authentic leadership theory incorporates three components of positive psychology. Hope, optimism, and resiliency. Hope represents willpower; optimism represents expectation of success; and resiliency represents positive adaptation to stress or adversity.

Adapted from: Avolio & Luthans (2006), Luthans et al. (2007)

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Avolio, B. J., & Luthans, F. (2006). The high impact leader: Moments matter in accelerating authentic leadership development. New York, NY: McGraw-Hill.
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27, 634-652.

Bass, B. M. (1985). Leadership and performance beyond expectations. New York, NY: Free Press.

Burns, J. M. (1978). Leadership. New York, NY: Harper & Row.

Downton, J. V. (1973). Rebel leadership: Commitment and charisma in a revolutionary process. New York, NY: The Free Press.

Dugan, J. P. (2017). Leadership theory: Cultivating critical perspectives. Jossey-Bass. http://eds.b.ebscohost.com.easydb.angelo.edu/eds/ebookviewer/ebook/bmxlYmtfXzE0NjE2MzVfX0FO0?sid=0624ac35-ddab-475a-bb17-dcc04a0bbfa4@sessionmgr101&vid=1&format=EB&rid=5

George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. Hoboken, NJ: John Wiley & Sons.

Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 241-258). San Francisco, CA: Berrett-Koehler.
Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60, 541-572.

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Teach Your Peers: Leadership Theories - Transcript

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Teach Your Peers: Leadership Theories - Transcript

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Teach Your Peers: Leadership Theories - Transcript