ABSTRACT
Leadership represents a complex form of social performance requiring the timely, and appropriate, exercise of influence over others (Yukl, 2012). As a result of its complexity and interactional nature, a number of models of leadership emergence and leader performance have been proposed (Bass & Bass, 2008). For example, Graen and colleagues (Graen, Novak, & Sommerkamp, 1982; Graen & Uhl-Bien, 1995) have argued that leader performance depends on positive interpersonal exchanges between a leader and his or her followers. Avolio and Gardner (Avolio & Gardner, 2005; Gardner, Avolio, Luthans, May, & Walumbawa, 2005) have argued that leader performance depends on sincerity or authenticity. Bass and colleagues (Bass, 1985; Bass & Avolio, 1990; Bass & Steidlmeir, 1999) have argued that leader performance depends on transformational leadership – idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation.
