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Transforming Leadership : Matching Diagnostics to Leader Behaviors

University of Massachusetts Dartmouth

John H. Humphreys

Eastern New Mexico University

Executive Summary Critics of transformational leadership theory have criticized Bass' (1985) construct as to its practical implementation for everyday, frontline managers. This article proposes a new, practical model for matching situational diagnostics with appropriate leader behaviors. The authors expand on Hersey and Blanchard's situational model and relate it to the leadership work of Bass, and others, providing guidance for leaders holding no position power (e.g., leading a cross functional team) as well as those with such power. The model describes what behaviors a leader might effectively employ, after careful diagnosis, and how those behaviors might be employed in four key leadership situations.

Journal of Leadership & Organizational Studies, Vol. 8, No. 1, 48-60 (2001)
DOI: 10.1177/107179190100800104


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