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An Alternative Model of Transformational Leadership

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  • Naresh Khatri

Abstract

Bass's model of transformational leadership has generated much research. While most of the studies to date have provided basic support for the model, major conceptual and methodological problems that cast doubt on the validity of its theoretical constructs remain. In this paper, I propose an alternative model of transformational leadership that addresses the problems in Bass's model. Specifically, I suggest that the four transformational components proposed by Bass and his colleagues should be replaced by two of the most central constructs in “new leadership†research—charisma and vision. The alternative model proposed in this article classifies leaders into four mutually exclusive categories based on their level of charisma and their ability to generate visions: visionary charismatic leaders (transformational), non-visionary charismatic leaders, non-charismatic visionary leaders, and non-visionary non-charismatic leaders (the last three categories of leaders are all non-transformational). The efficacy and implications of the proposed model are discussed along with directions for future research.

Suggested Citation

  • Naresh Khatri, 2005. "An Alternative Model of Transformational Leadership," Vision, , vol. 9(2), pages 19-26, April.
    • Handle: RePEc:sae:vision:v:9:y:2005:i:2:p:19-26
    DOI: 10.1177/097226290500900204
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    References listed on IDEAS

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    1. Boas Shamir & Robert J. House & Michael B. Arthur, 1993. "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," Organization Science, INFORMS, vol. 4(4), pages 577-594, November.
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    Cited by:

    1. Gregory W. Goussak & Jon K. Webber, 2011. "Employee Perception Of Leadership Styles By Las Vegas Casino-Gaming Managers," International Journal of Management and Marketing Research, The Institute for Business and Finance Research, vol. 4(2), pages 85-98.

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