This paper summarises the
main focuses of
leadership research in the 1980's and 1990's, which given increasingly competitive, deregulated, technology led, globalised business environments required theories of leadership which emphasises the need for quantum change and cultural reinvention as a basis for economic success. Thus, the main focus of leadership research during this period led to the development of
charismatic and
transformational theories of leadership, which emphasised change, flexibility, creativity and reinvention at an individual, team and organisational level as key outcomes of the leadership process. However, these theories of leadership are not without criticism both in terms of their practical application and the soundness of the underlying research paradigms. The work of Bass (1985, 1990, 1998), Bass & Avolio (1985, 1990, 1994, 1995), House (1977), Conger & Kunungo (1987, 1999), Shamir et al, (1993), Hunt (1996), Yukl (1998, 1999) among others is
critically appraised in order to identify the main tenets of transformational and charismatic leadership theory and to critically evaluate their contributions to leadership research and practice. Outline Explanation of Transformational Leadership Behaviours A Full Range Model of Transformational Leadership Criticisms of Transformational Leadership Theory Charismatic Leadership Personal Identification Social Identification Internalisation Self-Efficacy Facilitating Conditions Criticisms of Charismatic Leadership Theory Summary