The Inspirational Processes of Leadership
- 1 May 1988
- journal article
- Published by Emerald Publishing in Journal of Management Development
- Vol. 7 (5) , 21-31
- https://doi.org/10.1108/eb051688
Abstract
An inspiring leader is perceived by followers to be knowledgeable, enlightened and sensitive to the problems at hand. From this, follower confidence is built. Followers share with the leader common beliefs about what is wrong, beliefs that the leader articulates publicly for them. Unlike the charismatic leader who substitutes for the follower's ego ideal, the inspirational leader can represent and symbolise it.Keywords
This publication has 16 references indexed in Scilit:
- Pygmalion versus self-expectancy: Effects of instructor- and self-expectancy on trainee performanceOrganizational Behavior and Human Performance, 1982
- The purposing of high-performing systemsOrganizational Dynamics, 1982
- Leadership: The Management of MeaningThe Journal of Applied Behavioral Science, 1982
- Cross-situational, multimethod research on military leader effectivenessOrganizational Behavior and Human Performance, 1982
- Pygmalion goes to boot camp: Expectancy, leadership, and trainee performance.Journal of Applied Psychology, 1982
- Pygmalion at Sea: Improving the Work Effectiveness of Low PerformersThe Journal of Applied Behavioral Science, 1980
- The Phenomenon Of The Public Wife: An Exercise In Goffman's Impression Management*Symbolic Interaction, 1980
- Power motivation, activation, and inspirational speechesJournal of Personality, 1977
- Moderating effects of employee expectancies on the relationship between leadership consideration and job performance of engineersJournal of Vocational Behavior, 1974
- Pygmalion in the classroomThe Urban Review, 1968