In search of the pseudo-transformational leader: A person-centered approach
采用以人为中心的方法，复制并扩展了Christie等人关于伪变革型领导者的行为模型，发现伪变革型领导者虽表现出激励动机，但缺乏智力激发、个性化关怀和理想化影响，且更自私、更不可信。
Unlike truly transformational leaders who inspire and empower others to achieve a collective good, pseudo-transformational leaders (pseudo-TL) do so for their own gain. Christie et al. (2011) found preliminary support for a behavioral model proposing that pseudo-TL display the same inspirational motivation as authentic-transformational leaders (authentic-TL), but fail to display other typical transformational behaviors. In this study, we take a person-centered approach to replicate and extend Christie et al.’s (2011) research. We included leader self-interest as an attributed quality of pseudo-TL along with the transformational leadership facets. In two studies (an experimental simulation, N = 154; a survey study, N = 292), we found that while both displayed inspirational motivation, compared to authentic-TL, pseudo-TL were rated lower on intellectual stimulation, individualized consideration and idealized influence. They were perceived as more self-interested, less trustworthy, and evoked lower levels of trust. We identified five distinct profiles in Study 2, suggesting the possible need to expand the concept of pseudo-TL beyond that proposed by Christie et al. (2011).