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Extending the Charismatic, Ideological, and Pragmatic Approach to Leadership: Multiple Pathways to S

The Charismatic, Ideological, and Pragmatic Leadership Model: Origins, Findings, Directions, and LimitationsOriginsFindingsDirectionsMeasurementDomainsDevelopmentLeadership ModelsLimitationsConclusionsReferencesFoundations of the Cip Theory: An OverviewMultiple Pathways to Outstanding Leadership: Conceptualizing the CIP TheoryLeadership PathwaysSocialized and Personalized OrientationDevelopmental ExperiencesMental Model DifferentiationSensemaking Actions and Outcomes: Major Contributions and Current TrendsOpportunities to Address Calls from the Broader Leadership LiteratureConclusionReferencesMultiple Pathways to Studying Outstanding Leadership: It Is Time to Expand the Methodological ToolboxCIP Leadership TheoryReview of Research MethodsHistoriometric MethodsExperimental MethodsRecommendations for Future ResearchHistoriometric MethodsExperimental MethodsSurvey MethodsExperience Sampling MethodsPhysiological, Neurological, and Biological MethodsSocial Network AnalysisSocial Media SamplingLimitationsConclusionNotesReferencesAdvancing the CIP Model Of Leadership: A Scale Development EffortThe CIP Model of LeadershipConceptual Approach to Extend the TheoryProposed Sub-Dimensions of CIP LeadershipScale Development ProcessStudy 1: Initial EFA/Additional Item ReductionStudy 2: Second EFA/Item RefinementStudy 3: Initial CFAStudy 4: Construct ValidityStudy 5: Establishing Initial Criterion Validity: Extending the Nomological NetworkStudy 6 DiscussionGeneral Discussion: Limitations and Future DirectionsConclusionsAppendix A: CIP ScaleA The CIP Model of Leadership Scale Sample Items from 36-item Scale:B Nature of Goals Sought Subscale:C Targets of Influence Subscale:D Nature of Appeals Subscale:NotesReferencesCharismatic, Ideological, and Pragmatic Model with Shared and Collective Leadership: A Multi-Level IntegrationLevels of AnalysisCIP Leader Styles and the Individual LevelTwo Collectivistic Leadership Approaches and Higher LevelsShared Leadership (SL) and the Team LevelCollective Leadership (CL) and the Collective LevelMulti-Level Integration of CIP with SL and CLCIP Leader–Team and Leader–Collective Multi-Level InteractionsTeams and Collectives with CIP Multi-Level CharacteristicsImplications, Limitations, and ConclusionsReferencesMalevolent Charismatic, Ideological, and Pragmatic LeadersMalevolent LeadershipDislike or Ill Will toward an Illegitimate TargetPersistent Infliction of HarmCapacity to Derive Gratification from Inflicted Harm on TargetsConditions that Give Rise to Malevolent CIP LeadersIndividual DifferencesIntra-Organizational Malevolent Leader CharacteristicsInter-Organizational Malevolent Leader CharacteristicsSusceptible Followers and Conducive EnvironmentsMalevolent Charismatic, Ideological, and Pragmatic Pathway Case StudiesMalevolent Charismatic Leader: Shoko Asahara of the Aum ShinrikyoMalevolent Ideological Leader: Abu Bakr al-Baghdadi of ISISMalevolent Pragmatic Leader: Doku Umarov of Caucasus EmirateDiscussionTheoretical ImplicationsPractical ImplicationsDirections for Future ResearchNotesReferencesBeyond Outstanding to Everyday: An Applied Perspective on CIP LeadershipCIP Leadership SurveyApplied Realities of LeadershipApplied Reality 1: Leaders Come in Many StylesApplied Reality 2: There Are Different Levels of LeadershipApplied Reality 3: Not All Leaders Are SuccessfulApplied Reality 4: Leader Styles Differentially Impact SubordinatesApplied Reality 5: Functional Areas and Organizational Maturity Might Call for Different LeadershipApplied Reality 6: Leaders Stay and Evolve over TimeApplied Reality 7: Tools Must Serve a PurposeApplied Reality 8: Simplicity and Ease of Use MatterApplied Reality 9: CIP Leadership Has Global ImplicationsDiscussionLeadership Styles Matter, But Strict Adherence to One Style Is Unlikely to Be the RealityPragmatic Leadership Deserves Greater Emphasis in the LiteratureAge, Tenure, and Organizational Factors May Impact Leadership StyleLeadership Styles Impact Organizational OutcomesLeadership Style Must Be Easily Measured to Have Organizational UtilityConclusionsReferencesGender (Under)Representation in the CIP Model: Reconsidering Outstanding Leadership through a Gender LensGender in the Context of CIP Model SpecificationCIP Leader EmergenceCIP Leader ParametersFuture DirectionsTesting AssumptionsMental Model Formation and ExpressionLeadership EffectivenessPerceptions of Leadership Effectiveness and Leadership EmergenceUnder-researched GroupsConclusionReferencesWhat About the Followers?: A Preliminary Exploration into the Role of Followers in the Charismatic, Ideological, and Pragmatic Model of LeadershipCharismatic, Ideological, and Pragmatic Styles of LeadingFollower Characteristics and Leader Preferences: Theoretical BackgroundPreference for a Charismatic Style of LeadingPreference for a Pragmatic Style of LeadingPreference for an Ideological Style of LeadingSummaryFollowership and the CIP ModelFollowership and Charismatic Leadership ProcessesFollowership and Ideological Leadership ProcessesFollowership and Pragmatic Leadership ProcessesConcluding Comments and Future Research QuestionsReferencesRevisiting and Extending the CIP Theory of Leadership: A Modern PerspectiveOverview of CIPMaximizing Strengths and Identifying Extension OpportunitiesStrength 1: Expansive and, by Proxy, InclusiveStrength 2: Follower InclusiveStrength 3: Experience CentricStrength 4: Compelling and EngagingRevising the Model: Extending CIPDiscussionContributionsLimitationsFuture ResearchClosing CommentsReferencesParting Thoughts: SamParting Thoughts: JeffConclusionReferences

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