The development of leadership theory has paralleled the development of organizational theory. The models of laissez-faire, transactional and transformational leadership both explain the old paradigm of the bureaucratic organization and reinforce the new organizational paradigm for the twenty-first century. The bureaucratic organization is analyzed in terms of laissez-faire leadership and the transactional leadership elements of management-by-exception and contingent reward. The new post-bureaucratic organization is analyzed in terms of the four 'I's of transformational leadership: individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence. Inferences are drawn for the required roles and behavior of future leaders.
Get full access to this article
View all access options for this article.
References
1.
Almond, G. et al. (1982). Progress and its discontents. Los Angeles, California: California University Press .
2.
Autry, J.A. (1993) Love and profit: the art of caring leadership. London: Chapman.
3.
Avolio, B.J. and Bass, B.M. (1990). Basic workshop in full range leadership developmentBinghamton, New York: Bass, Avolio and Associates.
4.
Bass, B.M. (1985). Leadership and performance beyond expectations . New York: The Free Press.
5.
Bass, B.M. (1990). Bass and Stogdill's handbook of leadership: theory, research and managerial applications, third edition. New York: The Free Press.
6.
Bass, B.M. and Avolio, B.J. (1994). introduction, in B. M. Bass and B. J. Avolio (editors), Improving organizational effectiveness through transformational leadership. Thousand Oaks, California: Sage.
7.
Bell, D. (1973). The coming of postindustrial society. New York: Basic Books.
8.
Bennis, W. (1973). Beyond bureaucracy. New York : McGrawHill.
9.
Blauner, R. (1964). Alienation and freedom. Chicago : Chicago University Press.
10.
Bryman, A. (1992). Charisma and leadership in organizations. London: Sage Publications.
11.
Burns, J.M. (1978). Leadership. New York: Harper and Row.
12.
Burns, T. and Stalker, G.M. (1969). The management of innovation. London: Tavistock.
13.
Champy, J.A. (1997) Preparing for organisational change. In Frances Hesseibein, Marshall Goldsmith and Richard Beckhard (eds), The organisation of the future. San Francisco, Jossey-Bass .
14.
Clegg, S. (1990). Post-modern organisations Working Paper no. 15/1990. School of Management, Queensland University of Technology, Australia.
15.
Crozier, M. (1964). The bureaucratic phenomenon. Chicago: Tavistock Publications.
16.
Downton, J.V. (1973). Rebel leadership: commitment and charisma in a revolutionary process. New York: The Free Press.
17.
Drucker, P.F. (1968). The age of discontinuity. London: Heinemann.
18.
Drucker, P.F. (1997). Introduction: toward the new organisation. In Frances Hesselbein, Marshall Goldsmith and Richard Beckhard (Editors), The organisation of the future. San Francisco, Jossey-Bass.
19.
Fukuyama, F. (1989). The end of history. The National Interest, Summer.
20.
Gill, R. (1997). The leadership styles of transactional and transformational leaders Working Paper no. LTRG971, Ross-on-Wye, Herefordshire : The Leadership Trust Foundation.
21.
Gouldner, A. (1954). Patterns of industrial bureaucracy. Glencoe: Free Press.
22.
Greenleaf, R.K. (1977). Servant leadership: a journey into the nature of legitimate power and greatness. New York: Paulist Press.
23.
Hammer, M. and Champy, J. (1993). Reengineering the corporation. London: Nicholas Brealey.
24.
Handy, C. (1994). The empty raincoat. London : Hutchison.
25.
Haskins, M.L. (1908). introduction, The Desert.
26.
Hastings, C. (1993). The new organisation. London : IBM/McGraw-Hill.
27.
Hickman, C. and Silva, M. (1988). The Future 500. London: Unwin Hyman.
28.
Illich, I. (1973). Tools for conviviality. London : Calder and Boyars.
29.
Korn/Ferry ( 1989). Reinventing the CEOKorn/Ferry International and Columbia University Graduate School of Business.
30.
Kuhn, T. (1962). The structure of scientific revolutions. Chicago: Chicago University Press.
31.
Merton, R.K. (1952). The bureaucratic structure of personality. In Reader in bureaucracy. Glencoe: Free Press.
32.
Morgan, G. (1986). Images of organisation. London : Sage Publications.
33.
Naisbitt, J. (1982). Megatrends. London: Sedgewick and Jackson.
34.
Naisbitt, J. and Aburdene, P. (1990). Megatrends 2000. London: Sedgewick and Jackson.
35.
Nevins, A. and Hill F.E. (1954). Ford: the times, the man, the company. New York: Charles Scribener.
36.
PA Consulting Group (1996). Leading into the millennium. London: PA Consulting Group.
37.
Pedler, M., Burgoyne, J. and Boydell, T. (1991). The learning company, a strategy for sustainable development. Maidenhead: McGraw-Hill .
38.
Peters, T. (1993). Liberation management. London : Macmillan.
39.
Pitt, D.C. (1980). The telecommunications function in the Post Office . Andover: Saxon House.
40.
Pitt, D.C., Yan, X. and Levine N. (1996). Touching stones to cross the river: evolving telecommunication policy priorities in contemporary China, Journal of Contemporary China, (5), 347-365.
41.
Rost, J.C. (1993) Leadership for the 21st century. New York: Praeger.
42.
Senge, P.M. (1990). The fifth discipline. London : Century Business.
43.
Senge, P.M. (1992). The leader's new work: building learning organizations . In J. Renesch (Editor ), New traditions in business. San Francisco, California : Berrett-Koehler.
44.
Tapscott, D. and Larson, A. (1993). Paradigm shift. New York: McGrawHill.
45.
Thompson, J.W. (1992). Corporate leadership in the 21st century. In J. Renesch (editor), op. cit .
46.
Toffler, A. (1980). The third wave. New York: Morrow.
47.
Vaill, P. (1989). Managing as a performing art. San Francisco, California: Jossey-Bass.
48.
Van der Heijden, K. (1996). Scenarios. Chichester: Wiley
49.
Weber, M. (1964). The theory of social and economic organization . New York: The Free Press.
