Impact of situational framing and complexity on charismatic, ideological and pragmatic leaders: Investigation using a computer simulation

Impact of situational framing and complexity on charismatic, ideological and pragmatic leaders:... Revisiting the work of Weber ( Weber, M. (1921) . The theory of social and economic organizations . New York: Free Press), Mumford and colleagues (e.g., (Strange, J. M., & Mumford, M. D. (2002). The origins of vision: Charismatic versus ideological leadership. Leadership Quarterly, 13, 343−377; Mumford, M.D. (2006). Pathways to outstanding leadership: A comparative analysis of charismatic, ideological and pragmatic leaders. Mahwah, NJ: Erlbaum.)) explored the thesis that in addition to charismatic leadership, there exist at least two additional pathways to outstanding leadership: ideological and pragmatic. Despite the compelling results of initial studies, however, questions remain as to when and under what situational conditions these three leaders operate most effectively. As such, an experiment was conducted to investigate two noteworthy contextual influences: 1) situational congruence with a leader's mental model and 2) environmental complexity. The experiment made use of a computerized leadership simulation where participants took on the role of a university chancellor. Results indicate that leader type, complexity, and situational framing were critical factors in determining leader performance on multiple game performance criteria as well as creative process criteria. Implications and avenues for future research are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Leadership Quarterly Elsevier

Impact of situational framing and complexity on charismatic, ideological and pragmatic leaders: Investigation using a computer simulation

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Publisher
Elsevier
Copyright
Copyright © 2009 Elsevier Inc.
ISSN
1048-9843
DOI
10.1016/j.leaqua.2009.03.007
Publisher site
See Article on Publisher Site

Abstract

Revisiting the work of Weber ( Weber, M. (1921) . The theory of social and economic organizations . New York: Free Press), Mumford and colleagues (e.g., (Strange, J. M., & Mumford, M. D. (2002). The origins of vision: Charismatic versus ideological leadership. Leadership Quarterly, 13, 343−377; Mumford, M.D. (2006). Pathways to outstanding leadership: A comparative analysis of charismatic, ideological and pragmatic leaders. Mahwah, NJ: Erlbaum.)) explored the thesis that in addition to charismatic leadership, there exist at least two additional pathways to outstanding leadership: ideological and pragmatic. Despite the compelling results of initial studies, however, questions remain as to when and under what situational conditions these three leaders operate most effectively. As such, an experiment was conducted to investigate two noteworthy contextual influences: 1) situational congruence with a leader's mental model and 2) environmental complexity. The experiment made use of a computerized leadership simulation where participants took on the role of a university chancellor. Results indicate that leader type, complexity, and situational framing were critical factors in determining leader performance on multiple game performance criteria as well as creative process criteria. Implications and avenues for future research are discussed.

Journal

The Leadership QuarterlyElsevier

Published: Jun 1, 2009

References

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