Abstract
The notion of pseudo transformational leadership first appeared back in 1999. The lack of a clear definition of the term has led to confusion because of certain similarities with transformational leadership. Few publications on the subject and the developing theory have been presented. However, numerous studies have included the concept as a reference for unethical leadership, and as an opposing term to genuine or authentic transformational leadership, which is common in times of change and visible in corporate scandals. Transformational leadership is described to provide a baseline to compare it with what this leadership style is not. The chapter focuses on a managerial problem that needs to be studied because of its implications in organizational performance. The objective of this study is to present the main characteristics of the pseudo transformational leadership style by analyzing leaders' behaviors and their impact on followers and the organizational culture.
TopBackground
Transformational leadership has received increasing attention from researchers. It has been considered as a positive leadership style centered on the assumption that leaders can change followers beliefs and behaviors by appealing to their higher-order needs, and can be described as being vertical, in the sense that leaders sustain top-down influence on the followers (Bass, 1996). Transformational leaders provide intellectual stimulation, inspirational motivation, individual consideration, appreciation, and also a role model. They also influence followers’ self-concept by enhancing self-efficacy, confidence, and self- esteem (Shamir et al., 1993).
Being an approach that causes a positive change in individuals and social systems, transformational leadership is ideally aimed at developing followers and new leaders. In its authentic form, it enhances the motivation, morale, and performance (Burns, 1985). Still, certain arguments have been developed stating that transformational theory is built on transactional leadership theory and that both styles can be considered as integral parts of each other although both possess distinct sets of traits and behavioral patterns (bass, 1995; Bass & Avolio, 1994).
Key Terms in this Chapter
Pseudo: Pretended and not real.
Ethics: The moral principles that guide a person’s actions.
Leadership: The art of motivating a group of people to act toward achieving a common goal.
Followers: A specific set of skills that complement leadership.
Immoral: that does not conform to accepted standards of morality.
Transformational: The act or process of transforming.