The DOI matches its Crossref record; 168 of the 168 references it cites were found in a registry or an index.
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board?
Abstract
There is a widely shared consensus that charismatic–transformational leadership is a particularly effective form of leadership. In a critical assessment of the state-of-the-science in this area of research, we question the validity of that conclusion. We identify four problems with theory and research in charismatic–transformational leadership. First, a clear conceptual definition of charismatic–transformational leadership is lacking. Current theories advance multi-dimensional conceptualizations of charismatic–transformational leadership without specifying how these different dimensions combine to form charismatic–transformational leadership, or how dimensions are selected for inclusion or exclusion. Second, theories fail to sufficiently specify the causal model capturing how each dimension has a distinct influence on mediating processes and outcomes and how this is contingent on moderating influences. Third, conceptualization and operationalization confounds charismatic–transformational leadership with its effects. Fourth, the most frequently used measurement tools are invalid in that they fail to reproduce the dimensional structure specified by theory and fail to achieve empirical distinctiveness from other aspects of leadership. Given that these problems are fundamental and inherent in the approaches analyzed, it is recommended that current approaches be abandoned, and that the field forego the label of charismatic–transformational leadership in favor of the study of more…
Overview
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
In the citing paper
“Van Knippenberg and Sitkin (2013) identified numerous problems with transformational leadership theory and measurement.”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as van Knippenberg & Sitkin, 2013
In the citing paper
“Both critiques point out that the conceptualisation and operationalisation of these prominent leadership styles confound the variable with its effects.”
From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as van Knippenberg & Sitkin 2013
In the citing paper
“Sustained efforts to the contrary confound characteristics with behaviors and behaviors with their effects, creating dangerous threats to validity that undermine the utility of leadership research (van Knippenberg & Sitkin, 2013).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as van Knippenberg & Sitkin, 2013
In the citing paper
“An additional advantage to focusing on component-level items is that narrower item breadth further increases construct validity because it reduces the risk of measuring a phenomenon by its antecedents or outcomes, a practice that creates an additional threat to validity that is germane to the moral leadership and the broader leadership literature alike (van Knippenberg & Sitkin, 2013).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as van Knippenberg & Sitkin, 2013
In the citing paper
“questions of similar theory, mechanisms, measurements, and outcomes have been asked of virtually all branches of leadership research for decades”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as van Knippenberg & Sitkin, 2013
In the citing paper
“Whereas the leadership literature is often criticized for its overreliance on empiricism and absence of strong theory (e.g., van Knippenberg & Sitkin, 2013), the philosophy and ethics literatures are conversely in need of rigorous empiricism to test their many theories (Widdershoven & van der Scheer, 2008).”
From Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership (2019) · cites this paper as van Knippenberg & Sitkin, 2013
In the citing paper
“Criticism of survey-based leadership measures has been raised with moral approaches to leadership, including transformational, ethical, authentic, and servant leadership receiving the most attention (Fischer & Sitkin, 2023; Fischer et al., in press; van Knippenberg & Sitkin, 2013).”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as van Knippenberg & Sitkin, 2013
In the citing paper
“They contended that these problems were so serious ' that leadership research and practice are better off abandoning the construct of charismatictransformational leadership ' (p. 2).”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as van Knippenberg & Sitkin, 2013
In the citing paper
“casting such strong recommendations, for example, that transformational leadership research be abandoned (van Knippenberg & Sitkin, 2013) or that positive leadership suffers from a ' fatal ' fl aw (Fischer et al., in press) as extreme and inappropriate.”
From The evolution of leadership: Past insights, present trends, and future directions (2025) · cites this paper as van Knippenberg & Sitkin, 2013
Citations
Cites
Baron, R. M., & Kenny, D. A. (1986) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.51.6.1173 · Cited by 91,532
Longshore, J. M., & Bass, B. M. (1987) · Academy of Management Review · doi:10.2307/258081 · Cited by 12,424
Research in Organizational Behavior.
Grimes, A. J., Cummings, L. L., & Staw, B. M. (1986) · Administrative Science Quarterly · doi:10.2307/2392975 · Cited by 11,303
The Theory of Social and Economic Organization.
Salomon-Delatour, G., Weber, M., Henderson, A. M., & Parsons, T. (1948) · American Sociological Review · doi:10.2307/2086579 · Cited by 11,302
Role congruity theory of prejudice toward female leaders.
Eagly, A. H., & Karau, S. J. (2002) · Psychological Review · doi:10.1037//0033-295x.109.3.573 · Cited by 7,300
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990) · The Leadership Quarterly · doi:10.1016/1048-9843(90)90009-7 · Cited by 5,628
Ethical leadership: A social learning perspective for construct development and testing
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2005.03.002 · Cited by 5,435
Klein, K. J., & Kozlowski, S. W. J. (2000) · Cited by 4,914
Bass, B. M., & Riggio, R. E. (2006) · doi:10.4324/9781410617095 · Cited by 4,812
Ireland, R. D., Elfring, T., & Hmieleski, K. M. (2011) · Edward Elgar Publishing eBooks · doi:10.4337/9781849807630.00017 · Cited by 4,777
Research works printed but not linked: 7
- Bass B. M., 1985, Leadership and performance beyond expectations
- Bass B. M., 1995, Manual for the Multifactor Leadership Questionnaire: Rater form (5X short)
- Burns J. M., 1978, Leadership
- Eagly A. H., 2002, Psychological Review, 109, 573, 10.1037/0033-295X.109.3.573 · DOI · Paper page
- House R. J., 1979, Research in Organizational Behavior, 1, 399
- Jung D. I., 1998, Research in International Business and International Relations, 7, 29
- Jung D. I., 2008, Leadership Quarterly, 14, 525, 10.1016/S1048-9843(03)00050-X · DOI · Paper page
Cited by
Sorted by citations
Items 201–300 of 1,000
Do happy leaders lead better? Affective and attitudinal antecedents of transformational leadership
Jin, S., Seo, M., & Shapiro, D. L. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.09.002 · Cited by 118
Looking for a route in turbulent waters
Presti, A. L., & Pluviano, S. (2015) · Organizational Psychology Review · doi:10.1177/2041386615589398 · Cited by 96
Too tired to inspire or be inspired: Sleep deprivation and charismatic leadership.
Barnes, C. M., Guarana, C. L. O., Nauman, S., & Kong, D. T. (2016) · Journal of Applied Psychology · doi:10.1037/apl0000123 · Cited by 102
Tunçdoğan, A., Acar, O. A., & Stam, D. A. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.10.011 · Cited by 107
Authority or Community? A Relational Models Theory of Group-Level Leadership Emergence
Wellman, N. M. (2017) · Academy of Management Review · doi:10.5465/amr.2015.0375 · Cited by 107
Peng, S., Liao, Y., & Sun, R. (2019) · Public Personnel Management · doi:10.1177/0091026019835233 · Cited by 94
Lorinkova, N., & Perry, S. J. (2018) · Journal of Organizational Behavior · doi:10.1002/job.2322 · Cited by 99
Inclusion and commitment as key pathways between leadership and nonprofit performance
Brimhall, K. C. (2019) · Nonprofit Management and Leadership · doi:10.1002/nml.21368 · Cited by 93
Engaging leadership: Enhancing work engagement through intrinsic values and need satisfaction
van Tuin, L., Schaufeli, W. B., & den Broeck, A. V. (2021) · Human Resource Development Quarterly · doi:10.1002/hrdq.21430 · Cited by 115
Ladkin, D., & Patrick, C. B. (2022) · Leadership · doi:10.1177/17427150211066442 · Cited by 119
Hannah, S. T., Schaubroeck, J. M., & Peng, A. C. (2015) · Journal of Applied Psychology · doi:10.1037/apl0000038 · Cited by 101
Andersen, L. B., Bjørnholt, B., Bro, L. L., & Holm-Petersen, C. (2018) · International Review of Administrative Sciences · doi:10.1177/0020852316654747 · Cited by 89
Eberly, M. B., Bluhm, D. J., Guarana, C. L. O., Avolio, B. J., & Hannah, S. T. (2017) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2017.07.004 · Cited by 118
Keulemans, S., & Groeneveld, S. M. (2019) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muz019 · Cited by 89
Berkovich, I., & Bogler, R. (2020) · Educational Management Administration & Leadership · doi:10.1177/1741143220907321 · Cited by 89
Bligh, M. C., Kohles, J. C., & Yan, Q. (2018) · Journal of Change Management · doi:10.1080/14697017.2018.1446693 · Cited by 100
The Role of Leadership in Managing Change
Musaigwa, M. (2023) · International Review of Management and Marketing · doi:10.32479/irmm.13526 · Cited by 87
Waiting for Godot: Eight major problems in the odd field of leadership studies
Alvesson, M. G. (2017) · Leadership · doi:10.1177/1742715017736707 · Cited by 87
Salvato, C., Reuer, J. J., & Battigalli, P. (2017) · Academy of Management Annals · doi:10.5465/annals.2014.0001 · Cited by 86
Venus, M., Johnson, R. E., Zhang, S., Wang, X.-H. F., & Lanaj, K. (2018) · Journal of Management · doi:10.1177/0149206318761576 · Cited by 92
Bak, H., Jin, M. H., & McDonald, B. D. (2021) · Public Performance & Management Review · doi:10.1080/15309576.2021.1939737 · Cited by 85
A fatal flaw: Positive leadership style research creates causal illusions
Fischer, T., Dietz, J., & Antonakis, J. (2024) · The Leadership Quarterly · doi:10.1016/j.leaqua.2023.101771 · Cited by 100
Chiaburu, D. S., Smith, T. A., Wang, J., & Zimmerman, R. D. (2014) · Journal of Personnel Psychology · doi:10.1027/1866-5888/a000105 · Cited by 95
The Science of Leadership: A theoretical model and research agenda
Carton, A. M. (2022) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-012420-091227 · Cited by 84
Eaton, L., Bridgman, T. N., & Cummings, S. P. (2024) · Leadership · doi:10.1177/17427150241232705 · Cited by 85
Brands, R. A., Menges, J. I., & Kilduff, M. J. (2015) · Organization Science · doi:10.1287/orsc.2015.0965 · Cited by 90
The Wiley Handbook of Entrepreneurship
Bjørnåli, E. S., Knockaert, M., Foss, N., Leunbach, D., & Erikson, T. (2017) · Wiley eBooks · doi:10.1002/9781118970812 · Cited by 92
Multi-objective Whale Optimization Algorithm for Multilevel Thresholding Segmentation
Elaziz, M. A., Ewees, A. A., Hassanien, A. E., Mudhsh, M., & Xiong, S. (2017) · Studies in computational intelligence · doi:10.1007/978-3-319-63754-9_2 · Cited by 82
Abelha, D. M., Carneiro, P. C. D. C., & Cavazotte, F. (2018) · Review of Business Management · doi:10.7819/rbgn.v0i0.3949 · Cited by 82
Reinforcing innovation through transformational leadership: mediating role of job satisfaction
Al-edenat, M. (2018) · Journal of Organizational Change Management · doi:10.1108/jocm-05-2017-0181 · Cited by 79
van Knippenberg, D. (2019) · Organizational Psychology Review · doi:10.1177/2041386619897618 · Cited by 93
Hung, S., Cheng, M.-J., Hou, C.-E., & Chen, N.-R. (2020) · Journal of Business Research · doi:10.1016/j.jbusres.2020.11.022 · Cited by 90
Leaders Enhance Group Members' Work Engagement and Reduce Their Burnout by Crafting Social Identity
Steffens, N. K., Haslam, S. A., Kerschreiter, R., Schuh, S. C., & van Dick, R. (2014) · German Journal of Human Resource Management Zeitschrift für Personalforschung · doi:10.1177/239700221402800110 · Cited by 82
Ehrnrooth, M., Barner-Rаsmussen, W., Koveshnikov, A., & Törnroos, M. (2020) · Human Resource Management · doi:10.1002/hrm.22024 · Cited by 76
A Two-Pronged Approach? Combined Leadership Styles and Innovative Behavior
Günzel-Jensen, F., Hansen, J. R., Jakobsen, M. L., & Wulff, J. N. (2017) · International Journal of Public Administration · doi:10.1080/01900692.2017.1303711 · Cited by 76
Liu, H., & Li, G. (2018) · Frontiers in Psychology · doi:10.3389/fpsyg.2018.01331 · Cited by 86
How Servant Leadership Motivates Innovative Behavior: A Moderated Mediation Model
Zeng, J., & Xu, G. (2020) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph17134753 · Cited by 64
Delegach, M., Kark, R., Katz‐Navon, T., & Dijk, D. V. (2017) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2017.1345884 · Cited by 86
Communicating the Vision: How Face‐to‐Face Dialogue Facilitates Transformational Leadership
Jensen, U. T., Moynihan, D. P., & Salomonsen, H. H. (2018) · Public Administration Review · doi:10.1111/puar.12922 · Cited by 75
Improving Acquisition Outcomes with Contextual Ambidexterity
Meglio, O., King, D. R., & Risberg, A. (2015) · Human Resource Management · doi:10.1002/hrm.21721 · Cited by 81
The Relationship Between Transformational Leadership and Engagement: Self‐Efficacy as a Mediator
Procházka, J., Gilová, H., & Vaculík, M. (2017) · Journal of Leadership Studies · doi:10.1002/jls.21518 · Cited by 89
The aura of charisma: A review on the embodiment perspective as signaling
Reh, S., Quaquebeke, N. V., & Giessner, S. R. (2017) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.01.001 · Cited by 77
Klaic, A., Burtscher, M. J., & Jonas, K. W. (2020) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12316 · Cited by 83
Engaging leadership and work engagement as moderated by “ diuwongke ”: an Indonesian study
Rahmadani, V. G., & Schaufeli, W. B. (2020) · The International Journal of Human Resource Management · doi:10.1080/09585192.2020.1799234 · Cited by 95
Idealized influence and commitment: a granular approach in understanding leadership
Afshari, L. (2021) · Personnel Review · doi:10.1108/pr-03-2020-0153 · Cited by 105
Measuring leadership an assessment of the Multifactor Leadership Questionnaire
Batista‐Foguet, J. M., Estève, M., & van Witteloostuijn, A. C. (2021) · PLoS ONE · doi:10.1371/journal.pone.0254329 · Cited by 99
Willis, S. M., Clarke, S., & O’Connor, E. (2017) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12172 · Cited by 89
Trust in leader as a pathway between ethical leadership and safety compliance
Enwereuzor, I. K., Adeyemi, B. A., & Onyishi, I. E. (2020) · Leadership in health services · doi:10.1108/lhs-09-2019-0063 · Cited by 72
de Sánchez, C. S. H., Gerpott, F. H., & Lehmann‐Willenbrock, N. (2021) · Journal of Organizational Behavior · doi:10.1002/job.2583 · Cited by 72
Sirén, C. A., Patel, P. C., & Wincent, J. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.03.002 · Cited by 77
Caillier, J. G. (2014) · Administration & Society · doi:10.1177/0095399713519093 · Cited by 72
Detecting and Experiencing Prejudice
Barreto, M., & Ellemers, N. (2015) · Advances in experimental social psychology · doi:10.1016/bs.aesp.2015.02.001 · Cited by 83
Transformational leadership in sport: current status and future directions
Arthur, C. A., Bastardoz, N., & Eklund, R. C. (2017) · Current Opinion in Psychology · doi:10.1016/j.copsyc.2017.04.001 · Cited by 72
Smith, T. D., DeJoy, D. M., & Dyal, M.-A. A. (2020) · Safety Science · doi:10.1016/j.ssci.2020.104930 · Cited by 71
Jacobsen, C. B., & Andersen, L. B. (2016) · Public Management Review · doi:10.1080/14719037.2016.1153705 · Cited by 83
Testing the babble hypothesis: Speaking time predicts leader emergence in small groups
MacLaren, N. G., Yammarino, F. J., Dionne, S. D., Sayama, H., Mumford, M. D., Connelly, S., Martin, R. W., Mulhearn, T. J., Todd, E. M., Kulkarni, A., et al. (2020) · The Leadership Quarterly · doi:10.1016/j.leaqua.2020.101409 · Cited by 77
Effect of charismatic signaling in social media settings: Evidence from TED and Twitter
Tur, B., Harstad, J., & Antonakis, J. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2020.101476 · Cited by 74
Tan, A. B. C., van Dun, D. H., & Wilderom, C. P. M. (2021) · Creativity and Innovation Management · doi:10.1111/caim.12462 · Cited by 70
Grill, M., Nielsen, K. J., Grytnes, R., Pousette, A., & Törner, M. (2018) · Construction Management and Economics · doi:10.1080/01446193.2018.1526388 · Cited by 70
How follower traits and cultural values influence the effects of leadership
Matthews, S. H., Kelemen, T. K., & Bolino, M. C. (2021) · The Leadership Quarterly · doi:10.1016/j.leaqua.2021.101497 · Cited by 69
Antecedents and Consequences of Envy
Thompson, G., Glasø, L., & Martinsen, Ø. (2016) · The Journal of Social Psychology · doi:10.1080/00224545.2015.1047439 · Cited by 69
Training Leader Emotion Regulation and Leadership Effectiveness
Edelman, P., & van Knippenberg, D. (2016) · Journal of Business and Psychology · doi:10.1007/s10869-016-9471-8 · Cited by 69
Police transformational leadership and organizational commitment
Shim, H. S., Jo, Y., & Hoover, L. T. (2015) · Policing An International Journal · doi:10.1108/pijpsm-05-2015-0066 · Cited by 69
Servant leadership and transformational leadership: from comparisons to farewells
Andersen, J. A. (2018) · Leadership & Organization Development Journal · doi:10.1108/lodj-01-2018-0053 · Cited by 90
Diebig, M., Bormann, K. C., & Rowold, J. (2016) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2016.1250741 · Cited by 82
Grill, M., Pousette, A., Nielsen, K. J., Grytnes, R., & Törner, M. (2017) · Scandinavian Journal of Work Environment & Health · doi:10.5271/sjweh.3650 · Cited by 68
Construct proliferation in leadership style research
Bormann, K. C., & Rowold, J. (2018) · Organizational Psychology Review · doi:10.1177/2041386618794821 · Cited by 67
Social identity leadership in sport and exercise: Current status and future directions
Stevens, M. R., Rees, T., & Cruwys, T. (2021) · Psychology of sport and exercise · doi:10.1016/j.psychsport.2021.101931 · Cited by 74
Listening in Organizations: A Synthesis and Future Agenda
Yip, J., & Fisher, C. M. (2022) · Academy of Management Annals · doi:10.5465/annals.2020.0367 · Cited by 70
Muterera, J., Hemsworth, D., Baregheh, A., & Rivera, B. R. G. (2015) · International Public Management Journal · doi:10.1080/10967494.2015.1106993 · Cited by 67
Leadership behaviours, organizational culture and intention to stay amongst Jordanian nurses
ABUALRUB, R. F., & Nasrallah, M. A. (2017) · International Nursing Review · doi:10.1111/inr.12368 · Cited by 67
Campbell, J. W. (2018) · Public Performance & Management Review · doi:10.1080/15309576.2017.1403332 · Cited by 66
Strategic flexibility, strategic leadership and business sustainability nexus
Vu, H. M., & Nwachukwu, C. E. (2020) · International Journal of Business Environment · doi:10.1504/ijbe.2020.10029629 · Cited by 66
Fischer, T., Hambrick, D. C., Sajons, G. B., & Quaquebeke, N. V. (2020) · The Leadership Quarterly · doi:10.1016/s1048-9843(20)30076-x · Cited by 65
Pattnaik, S. C., & Sahoo, R. (2021) · Management Research Review · doi:10.1108/mrr-06-2020-0371 · Cited by 79
Leadership in a time of financial crisis: what do we want from our leaders?
Haddon, A., Loughlin, C. A., & McNally, C. (2015) · Leadership & Organization Development Journal · doi:10.1108/lodj-12-2013-0166 · Cited by 73
All-inclusive and all good: The hegemonic ambiguity of leadership
Blom, M., & Alvesson, M. G. (2015) · Scandinavian Journal of Management · doi:10.1016/j.scaman.2015.08.001 · Cited by 65
Ullah, Z., Otero, S. Á., Sulaiman, M. A. B. A., Sial, M. S., Ahmad, N., Scholz, M., & Omhand, K. (2021) · Sustainability · doi:10.3390/su13105611 · Cited by 64
Leadership science beyond questionnaires
Fischer, T., Hambrick, D. C., Sajons, G. B., & Quaquebeke, N. V. (2023) · The Leadership Quarterly · doi:10.1016/j.leaqua.2023.101752 · Cited by 71
Becker, L., Coussement, K., Büttgen, M., & Weber, E. (2021) · Journal of Product Innovation Management · doi:10.1111/jpim.12588 · Cited by 63
Transformational leadership style: a boost or hindrance to team performance in IT sector
Jaroliya, D., & Gyanchandani, R. (2021) · Vilakshan – XIMB Journal of Management · doi:10.1108/xjm-10-2020-0167 · Cited by 84
Peus, C. V., Braun, S. H., & Frey, D. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.07.006 · Cited by 71
How Does Organizational Commitment Relate to Job Performance? A Conservation of Resource Perspective
Sungu, L. J., Weng, Q. D., Hu, E., Kitule, J. A., & Fang, Q. (2019) · Human Performance · doi:10.1080/08959285.2019.1699562 · Cited by 62
Zwingmann, I., Wolf, S., & Richter, P. (2015) · Journal of Applied Social Psychology · doi:10.1111/jasp.12352 · Cited by 66
Leadership and Creative Performance Behaviors in R&D Laboratories
Gupta, V., & Singh, S. (2014) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051813517002 · Cited by 62
The dual effects of task conflict on team creativity
Lee, E. K., Avgar, A. C., Park, W., & Choi, D. (2018) · International Journal of Conflict Management · doi:10.1108/ijcma-02-2018-0025 · Cited by 67
Comparing transformational and instrumental leadership
Chammas, C. B., & Hernandez, J. M. D. C. (2019) · Innovation & Management Review · doi:10.1108/inmr-08-2018-0064 · Cited by 62
Transformational leadership and employee engagement in Trinidad’s service sector
Balwant, P. T., Mohammed, R., & Singh, R. (2019) · International Journal of Emerging Markets · doi:10.1108/ijoem-01-2019-0026 · Cited by 77
Caniëls, M. C. J., & Hatak, I. (2019) · The International Journal of Human Resource Management · doi:10.1080/09585192.2019.1695648 · Cited by 62
Flawed from the “Get-Go”: Lee Iacocca and the origins of transformational leadership
Spector, B. (2013) · Leadership · doi:10.1177/1742715013514881 · Cited by 61
Charismatic leadership and the evolution of cooperation
Grabo, A. E., & van Vugt, M. (2016) · Evolution and Human Behavior · doi:10.1016/j.evolhumbehav.2016.03.005 · Cited by 74
Nielsen, P. A., Boye, S., Holten, A., Jacobsen, C. B., & Andersen, L. B. (2018) · Public Administration · doi:10.1111/padm.12574 · Cited by 61
To Guide or to Divide: The Dual-Side Effects of Transformational Leadership on Team Innovation
Jiang, W., Gu, Q., & Wang, G. G. (2014) · Journal of Business and Psychology · doi:10.1007/s10869-014-9395-0 · Cited by 61
Construct Mixology: Forming New Management Constructs by Combining Old Ones
Newman, D. A., Harrison, D. A., Carpenter, N. C., & Rariden, S. M. (2016) · Academy of Management Annals · doi:10.5465/19416520.2016.1161965 · Cited by 60
Eva, N., Howard, J. L., Liden, R. C., Morin, A. J. S., & Schwarz, G. (2024) · Journal of Management Studies · doi:10.1111/joms.13156 · Cited by 68
Charisma in everyday life: Conceptualization and validation of the General Charisma Inventory.
Tskhay, K. O., Zhu, R., Zou, C., & Rule, N. O. (2017) · Journal of Personality and Social Psychology · doi:10.1037/pspp0000159 · Cited by 61
A review of leadership theories: identifying a lack of growth in the HRD leadership domain
Turner, J. R., & Baker, R. M. (2018) · European journal of training and development · doi:10.1108/ejtd-06-2018-0054 · Cited by 74
Hancock, A. J., Gellatly, I. R., Walsh, M. M., Arnold, K. A., & Connelly, C. E. (2021) · Journal of Management · doi:10.1177/01492063211050391 · Cited by 69
Critical literature reviews: A critique and actionable advice
Wright, A., & Michailova, S. (2022) · Management Learning · doi:10.1177/13505076211073961 · Cited by 59
Teetzen, F., Bürkner, P., Gregersen, S., & Vincent‐Höper, S. (2022) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph19053133 · Cited by 65
Metadata
- Authors
- van Knippenberg, D., & Sitkin, S. B.
- Affiliations
- Duke University (US)
- Venue
- Academy of Management Annals
- Publisher
- Academy of Management
- Published
- 2013-06
- Volume
- 7
- Issue
- 1
- Pages
- 1-60
- ISSN
- 1941-6067 (ISSN-L)
- 1941-6520
- OpenAlex
- W4232157136
- Cited by
- 1,302
- References
- 168
- Citations by year
- 2026: 74 · 2025: 84 · 2024: 85 · 2023: 126 · 2022: 129 · 2021: 113 · 2020: 131 · 2019: 104 · 2018: 112 · 2017: 105 · 2016: 91 · 2015: 76 · 2014: 48 · 2013: 23
- FWCI
- 163.26
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Academy of Management Annals (publishedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- charismatic leadership, transformational leadership, leadership theory, conceptual definitions, causal models, measurement validity, dimensional structure, operationalization, mediating mechanisms
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
