Is There Universality in the Full Range Model of Leadership?

Abstract

Universality implies that the relations between attributes of the person and performance as a leader are a constant across situations. It also implies that similar concepts and behaviors associated with leadership can be relevant everywhere. It is a difficult position to maintain. Nevertheless, this lead article contends that a model of transformational and transactional leadership has some degree of universality. The article describes the elements of the model and summarizes the support for these elements which derives from research initiated in the United States. Three corollaries are discussed with supportive evidence gathered in studies conducted in India, Italy, Canada, New Zealand, Japan, Singapore, Sweden and elsewhere to document the universality of transactional and transformational leadership. We conclude that although this model of leadership may require adjustments and fine-tuning as we move across cultures, particularly into non-Western cultures, overall, it holds up as having considerable universal potential.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 136 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.