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Transcendent leadership

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  • Crossan, Mary
  • Mazutis, Daina

Abstract

Leadership theories abound, but few have provided a means to integrate the depth and breadth of the vast literature available. Building on the research of Crossan, Vera, and Nanjad (who propose Transcendent Leadership as an integrative framework), we describe the key leadership challenges of leading across the levels of self, others, organization, and society. We argue that much of the leadership discourse has focused almost exclusively on leadership of others and occasionally on the leadership of the organization as a whole, yet little has focused specifically on the integral component of leadership of self. We provide evidence of the necessity of multiple levels of leadership, as well as some practical guidance, by drawing from in-depth interviews of six leaders in various contexts.

Suggested Citation

  • Crossan, Mary & Mazutis, Daina, 2008. "Transcendent leadership," Business Horizons, Elsevier, vol. 51(2), pages 131-139.
    • Handle: RePEc:eee:bushor:v:51:y:2008:i:2:p:131-139
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    References listed on IDEAS

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    1. Richard A. Bettis & Michael A. Hitt, 1995. "The new competitive landscape," Strategic Management Journal, Wiley Blackwell, vol. 16(S1), pages 7-19.
    2. Longenecker, Clinton O. & Neubert, Mitchell J. & Fink, Laurence S., 2007. "Causes and consequences of managerial failure in rapidly changing organizations," Business Horizons, Elsevier, vol. 50(2), pages 145-155.
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    Cited by:

    1. Sandra Perks & Jode May, 2015. "Change leadership styles and qualities necessary to drive environmental sustainability in South Africa," Proceedings of International Academic Conferences 2805129, International Institute of Social and Economic Sciences.
    2. Korzynski, Pawel & Kozminski, Andrzej Krzysztof & Baczynska, Anna & Haenlein, Michael, 2021. "Bounded leadership: An empirical study of leadership competencies, constraints, and effectiveness," European Management Journal, Elsevier, vol. 39(2), pages 226-235.

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