Charismatic, ideological, and pragmatic leaders: An examination of leader-leader interactions

Katrina Bedell-Avers, Samuel Todd Hunter, Amanda D. Angie, Dawn L. Eubanks, Michael D. Mumford

Research output: Contribution to journalArticle

29 Citations (Scopus)

Abstract

Although a number of researchers have examined and demonstrated the unique relationships different types of leaders develop with their followers (Dansereau, F., Graen, G.B., & Haga, W.J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46-78.; Dienesh & Liden, 1986; Mumford, 2006), relatively little is known regarding how outstanding leaders interact or work together (Hunter, Bedell-Avers, Mumford, 2009-this issue). Given the particular importance of such questions, especially when considering leaders who have the potential to influence national and worldwide developments, the intent of the present study was to examine the leader-leader exchange relationships of charismatic, ideological, and pragmatic leaders. Due to the difficulty associated with examining high-level leader-leader exchanges, a hybrid qualitative-quantitative approach was taken to assess the interactions of Frederick Douglas, W.E.B. Dubois, and Booker T. Washington - three high-level leaders who responded to the same crisis, in the same time period, in the same region of the world. The results provide preliminary evidence regarding the interactions of charismatic, ideological, and pragmatic leaders; in fact, they indicate that leaders interact in a manner consistent with their mental model.

Original languageEnglish (US)
Pages (from-to)299-315
Number of pages17
JournalLeadership Quarterly
Volume20
Issue number3
DOIs
StatePublished - Jun 1 2009

Fingerprint

pragmatics
Research Personnel
leader
examination
interaction
Interaction
organizational behavior
follower
dyad
leadership

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management

Cite this

Bedell-Avers, Katrina ; Hunter, Samuel Todd ; Angie, Amanda D. ; Eubanks, Dawn L. ; Mumford, Michael D. / Charismatic, ideological, and pragmatic leaders : An examination of leader-leader interactions. In: Leadership Quarterly. 2009 ; Vol. 20, No. 3. pp. 299-315.
@article{02008eb147504d98b9dc99aed3bf8546,
title = "Charismatic, ideological, and pragmatic leaders: An examination of leader-leader interactions",
abstract = "Although a number of researchers have examined and demonstrated the unique relationships different types of leaders develop with their followers (Dansereau, F., Graen, G.B., & Haga, W.J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46-78.; Dienesh & Liden, 1986; Mumford, 2006), relatively little is known regarding how outstanding leaders interact or work together (Hunter, Bedell-Avers, Mumford, 2009-this issue). Given the particular importance of such questions, especially when considering leaders who have the potential to influence national and worldwide developments, the intent of the present study was to examine the leader-leader exchange relationships of charismatic, ideological, and pragmatic leaders. Due to the difficulty associated with examining high-level leader-leader exchanges, a hybrid qualitative-quantitative approach was taken to assess the interactions of Frederick Douglas, W.E.B. Dubois, and Booker T. Washington - three high-level leaders who responded to the same crisis, in the same time period, in the same region of the world. The results provide preliminary evidence regarding the interactions of charismatic, ideological, and pragmatic leaders; in fact, they indicate that leaders interact in a manner consistent with their mental model.",
author = "Katrina Bedell-Avers and Hunter, {Samuel Todd} and Angie, {Amanda D.} and Eubanks, {Dawn L.} and Mumford, {Michael D.}",
year = "2009",
month = "6",
day = "1",
doi = "10.1016/j.leaqua.2009.03.014",
language = "English (US)",
volume = "20",
pages = "299--315",
journal = "Leadership Quarterly",
issn = "1048-9843",
publisher = "Elsevier Inc.",
number = "3",

}

Charismatic, ideological, and pragmatic leaders : An examination of leader-leader interactions. / Bedell-Avers, Katrina; Hunter, Samuel Todd; Angie, Amanda D.; Eubanks, Dawn L.; Mumford, Michael D.

In: Leadership Quarterly, Vol. 20, No. 3, 01.06.2009, p. 299-315.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Charismatic, ideological, and pragmatic leaders

T2 - An examination of leader-leader interactions

AU - Bedell-Avers, Katrina

AU - Hunter, Samuel Todd

AU - Angie, Amanda D.

AU - Eubanks, Dawn L.

AU - Mumford, Michael D.

PY - 2009/6/1

Y1 - 2009/6/1

N2 - Although a number of researchers have examined and demonstrated the unique relationships different types of leaders develop with their followers (Dansereau, F., Graen, G.B., & Haga, W.J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46-78.; Dienesh & Liden, 1986; Mumford, 2006), relatively little is known regarding how outstanding leaders interact or work together (Hunter, Bedell-Avers, Mumford, 2009-this issue). Given the particular importance of such questions, especially when considering leaders who have the potential to influence national and worldwide developments, the intent of the present study was to examine the leader-leader exchange relationships of charismatic, ideological, and pragmatic leaders. Due to the difficulty associated with examining high-level leader-leader exchanges, a hybrid qualitative-quantitative approach was taken to assess the interactions of Frederick Douglas, W.E.B. Dubois, and Booker T. Washington - three high-level leaders who responded to the same crisis, in the same time period, in the same region of the world. The results provide preliminary evidence regarding the interactions of charismatic, ideological, and pragmatic leaders; in fact, they indicate that leaders interact in a manner consistent with their mental model.

AB - Although a number of researchers have examined and demonstrated the unique relationships different types of leaders develop with their followers (Dansereau, F., Graen, G.B., & Haga, W.J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46-78.; Dienesh & Liden, 1986; Mumford, 2006), relatively little is known regarding how outstanding leaders interact or work together (Hunter, Bedell-Avers, Mumford, 2009-this issue). Given the particular importance of such questions, especially when considering leaders who have the potential to influence national and worldwide developments, the intent of the present study was to examine the leader-leader exchange relationships of charismatic, ideological, and pragmatic leaders. Due to the difficulty associated with examining high-level leader-leader exchanges, a hybrid qualitative-quantitative approach was taken to assess the interactions of Frederick Douglas, W.E.B. Dubois, and Booker T. Washington - three high-level leaders who responded to the same crisis, in the same time period, in the same region of the world. The results provide preliminary evidence regarding the interactions of charismatic, ideological, and pragmatic leaders; in fact, they indicate that leaders interact in a manner consistent with their mental model.

UR - http://www.scopus.com/inward/record.url?scp=67349233874&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=67349233874&partnerID=8YFLogxK

U2 - 10.1016/j.leaqua.2009.03.014

DO - 10.1016/j.leaqua.2009.03.014

M3 - Article

AN - SCOPUS:67349233874

VL - 20

SP - 299

EP - 315

JO - Leadership Quarterly

JF - Leadership Quarterly

SN - 1048-9843

IS - 3

ER -