Transformational leadership Transformational leadership: • Charisma/ inspiration • Intellectual

stimulation Developmental exchange • Individualised consideration • Contingent reward Corrective

avoidant • Management-By-Exception (active) • Passive Avoidant Avolio BJ, Bass BM and Jung DI (1999)
Re-examining the components of transformational and transactional leadership using the multi-factor
leadership questionnaire. Journal of Occupational and Organizational Psychology 72 (4): 441-462

Focuses on top leadership (CEOs), like in the Ohio research – what about everyone else?  Little
situational analysis: Bass argues that transformational leadership works in almost all situations, when
later research showed that certain factors limit its effectiveness (e.g. governance, culture)  Emphasises
successful leaders – does not explain the loss of “charisma”.  What about the negative effects of
transformational leadership (e.g. narcissistic behaviours)? T

More recent approaches Responsible leadership: the purpose of leadership can be understood as to
build and cultivate sustainable and trustful relationships to different stakeholders inside and outside the
organization and to co-ordinate their action to achieve common objectives (e.g. triple bottom-line
goals), business sustainability and legitimacy and ultimately to help to realize an ethically sound and
shared business vision. Maak T and Pless NM (2006) Responsible leadership in a stakeholder society – a
relational perspective. Journal of Business Ethics 66 (1): 99-115

Ethical leadership: honest, caring and principled individuals who make fair and balanced decisions.
Ethical leaders also frequently communicate with their followers about ethics, set clear ethical standards
and use rewards and punishments to see that those standards are followed. Finally ethical leaders do
not just talk a good game – they practise what they preach and are proactive role models for their
ethical conduct. Brown ME and Trevino LK (2006) Ethical leadership: a review and future directions. The
Leadership Quarterly 17 (6): 595-616

Just enough leadership Mintzberg H (2004) Enough leadership. Harvard Business Review 82 (11): 22 1.
Assumption that every company needs new leadership, more leadership. Mintzberg (2004) claims they
need just enough leadership 2. How to encourage just enough leadership? a. Stop the dysfunctional
separation of leadership from management b. Involve followers in the selection of leaders c.
Engagement Unhappy the land that has no heroes," says a character in a Bertolt Brecht play. "No”,
replies another. "Unhappy the land that needs heroes”.