Conditions of problem-solving and the performance of charismatic, ideological, and pragmatic leaders: A comparative experimental study

Conditions of problem-solving and the performance of charismatic, ideological, and pragmatic... Theories contrasting charismatic, ideological, and pragmatic leaders hold that these three leader types display differences in how they construe and attempt to solve the problems encountered in leading others. To test this hypothesis, a measure examining differences among people in their preferred leadership style, charismatic, ideological, and pragmatic, was developed. Subsequently, people were asked to solve leadership problems in two domains. Solution quality and originality were evaluated. It was found that different types of leaders solved different types of problems successfully. However, these relationships varied as a function of domain and designation of the individual as a leader. The implications of these findings for understanding leadership types, and leader performance, are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Leadership Quarterly Elsevier

Conditions of problem-solving and the performance of charismatic, ideological, and pragmatic leaders: A comparative experimental study

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Publisher
Elsevier
Copyright
Copyright © 2008 Elsevier Inc.
ISSN
1048-9843
DOI
10.1016/j.leaqua.2007.12.006
Publisher site
See Article on Publisher Site

Abstract

Theories contrasting charismatic, ideological, and pragmatic leaders hold that these three leader types display differences in how they construe and attempt to solve the problems encountered in leading others. To test this hypothesis, a measure examining differences among people in their preferred leadership style, charismatic, ideological, and pragmatic, was developed. Subsequently, people were asked to solve leadership problems in two domains. Solution quality and originality were evaluated. It was found that different types of leaders solved different types of problems successfully. However, these relationships varied as a function of domain and designation of the individual as a leader. The implications of these findings for understanding leadership types, and leader performance, are discussed.

Journal

The Leadership QuarterlyElsevier

Published: Feb 1, 2008

References

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