My inspection indicates that Burns' and Bass' conceptions stem from disparate contexts and differ in their applicability. Extending previous research (Yukl, 2006), the framework represents a useful tool for detecting the commonalities and differences between leadership theories with respect to the core dimensions, categories, and aspects of leadership. In this article, I first summarize and articulate Burns' (1978, 2003) and Bass' (1985, 1998) approaches toward leadership, then compare them by using a new four‐dimensional framework. However, Burns (2003) has criticized the paradigm's narrow managerialist orientation and the claim that it is uniformly applicable to any culture and organization.ĭownload Film The Chorus Les Choristes.
Burns (1978) defines transactional leadership as follows.īoth proponents and critics view the transactional‐transformational paradigm (Bass, 1997, 1998) as the brainchild of Burns' (1978) philosophy of transforming leadership. Leadership Theory that is arguably the one of the most comprehensive leadership theory. While traditional conceptions of leadership tend to be 'dominated by images of presidents and prime ministers speaking to the masses from on high,' genuine leadership actually. Burns Harper & Row, 1978, 530 pages This sweeping study of the political, social, and psychological dimensions of leadership is already a classic, by most accounts.
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