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Pseudo-Transformational Leadership : A 3 page paper. Transformational leadership has been heralded as being very effective but there is a dark side to this style. This paper explains what inauthentic or pseudo-transformational leadership is and provides a classic example. Bibliography lists 4 sources.
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3 pages (~225 words per page)
File: ME12_PGpseud.rtf
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listed below. Citation styles constantly change, and these examples may not contain the most recent updates.?? PSEUDO-TRANSFORMATIONAL LEADERSHIP
, June 2010 properly! A decade ago, Bass and Steidlmeier wrote a very long journal article about
transformational leadership. They began with the statement that the morality of this leadership style has been questioned by many (Bass and Steidlmeier, 1999). They go on to discuss at great
length what authentic transformational leadership is and what pseudo-transformational leadership is. Cox (2007) explains that the term pseudo-transformational leader was coined to describe the transformational leader who uses his skills
for personal gain. Homrig (2001) also points out this dichotomy between an authentic transformational leader and a pseudo-transformational leader. Different authors have discussed the dark side of transformational leadership and
that is pseudo-transformational leadership. Gill (2006) explains that the pseudo leader "encourages an us-and-them competitiveness" (p. 53). This furthers this leaders own self-interests. They can actually lead their followers
to ruin. The most discrete difference between an real transformational leader and a pseudo-transformational leader is that the pseudo will never sacrifice anything. Everything the pseudo does if for
his own gain. This leader may seem to be exactly like a true transformational leader in their behaviors but he is using his charisma and abilities to persuade others for
unethical ends. Gill (2006) calls this dysfunctional charisma. This is the down-side of charisma and people-skills. The unscrupulous leader will even lead the people towards unethical ends that will benefit
the leader and no one else. Homrig (2001) offers the example of Hitler and it is a perfect example. Hitler certainly had a strange kind of charisma and he gained
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