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杰出领导研究的新视角——CIP领导模型述评 被引量：4

The Style of Outstanding Leadership: A Review of the CIP Leadership Model
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摘要 CIP领导模型是领导研究领域的一个前沿主题,它对当前以魅力型领导和变革型领导为主的杰出领导类型研究视角进行了扩展。本文介绍了国外CIP领导模型的最新研究成果,从魅力型、思想型和务实型三种领导类型的概念界定、主要特点、区别因素,以及作用模式等方面评介了CIP领导模型的研究现状,并对该领域的未来研究方向进行了展望。 The charismatic, ideological, and pragmatic （CIP） model of leadership is one of cutting-edge theme in the leadership research areas. The CIP model extended the current research perspective of outstanding leadership type based on charismatic leadership and transformational leadership. This article reviews the latest research results of the CIP model, such as the concept of charismatic, ideological, and pragmatic leadership, the core tenants of the CIP model, the differentiating factors and action mode of the three leader types. Implications and future directions are discussed.
作者 罗凤英
机构地区 上海行政学院
出处 《上海行政学院学报》 CSSCI 北大核心 2013年第4期102-111,共10页 The Journal of Shanghai Administration Institute
关键词 杰出领导 CIP领导模型 领导风格 Outstanding Leadership CIP Model of Leadership Leadership Style
分类号 C933 [经济管理—管理学]
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参考文献13

  • 1Lowe, K. B., & Gardner, W.L. (2000). Ten years of The Leadership Quarterly. Contributions and challenges for the future. The Leadership Quarterly, 11,459-514.
  • 2Bass, B. M., & Riggio, R.E. (2006). Transformational leadership (2nd ed.). NY. Psychology Press, Taylor & Francis Group, LLC.
  • 3Messick, D. M., & Kramer, R. M., (2005). The Psychology of Leadership. New Perspectives and Research. Mahwah, NJ. Lawrence Erlbaum Associates Publishers.
  • 4Bedell-Avers, K. E., Hunter, S. T., & Mumford, M.D. (2009). Charismatic, ideological, and pragmatic leaders. How do they in- teract? The Leadership Quarterly, 20, 299-315.
  • 5Strange, J. M., & Mumford, M. D. (2002). The origins of vision. Charismatic versus ideological leadership. The Leadership Quarterly, 13, 343-377.
  • 6Hunter, S. T., Bedell-Avers, K. E., & Mumford, M. D. (2009). Impact of situational framing and complexity on charismatic, ideo- logical and pragmatic leaders. Investigation using a computer simulation. The Leadership Quarterly, 20, 383-404.
  • 7Mumford, M. D. (2006). Pathways to outstanding leadership. A comparative analysis of charismatic, ideological, and pragmatic leaders. Mahwah, NJ. Lawrence Erlbaum Associates Publishers.
  • 8Hunter, S.T., Cushenbery, L., Thoroughgood, C., Johnson, J. E., & Ligon, G.S. (2011). First and ten leadership. A historiometric investigation of the CIP leadership model. The Leadership Quarterly, 22, 70-91.
  • 9Bedell, K. E., Hunter, S. T., Angle, A. D., & Vert, A. (2006). A historiometric examination of Machiavellianism and a new taxon- omy of leadership. Journal of Leadership and Organizational Studies, 12, 50-72.
  • 10Bedell-Avers, K. E., Hunter, $. T., & Mumford, M. D. (2008). Conditions of problem-solving and the performance of charis- matic, ideological, and pragmatic leaders. A comparative experimental study. The Leadership Quarterly, 19, 89-106.

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上海行政学院学报
2013年 第4期

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