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

The Charismatic, Ideological, and Pragmatic Leadership Model: Origins, Findings, Directions, and Limitations Origins Findings Directions Measurement Domains Development Leadership Models Limitations Conclusions References Foundations of the Cip Theory: An Overview Multiple Pathways to Outstanding Leadership: Conceptualizing the CIP Theory Leadership Pathways Socialized and Personalized Orientation Developmental Experiences Mental Model Differentiation Sensemaking Actions and Outcomes: Major Contributions and Current Trends Opportunities to Address Calls from the Broader Leadership Literature Conclusion References Multiple Pathways to Studying Outstanding Leadership: It Is Time to Expand the Methodological Toolbox CIP Leadership Theory Review of Research Methods Historiometric Methods Experimental Methods Recommendations for Future Research Historiometric Methods Experimental Methods Survey Methods Experience Sampling Methods Physiological, Neurological, and Biological Methods Social Network Analysis Social Media Sampling Limitations Conclusion Notes References Advancing the CIP Model Of Leadership: A Scale Development Effort The CIP Model of Leadership Conceptual Approach to Extend the Theory Proposed Sub-Dimensions of CIP Leadership Scale Development Process Study 1: Initial EFA/Additional Item Reduction Study 2: Second EFA/Item Refinement Study 3: Initial CFA Study 4: Construct Validity Study 5: Establishing Initial Criterion Validity: Extending the Nomological Network Study 6 Discussion General Discussion: Limitations and Future Directions Conclusions Appendix A: CIP Scale A 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:Notes References Charismatic, Ideological, and Pragmatic Model with Shared and Collective Leadership: A Multi-Level Integration Levels of Analysis CIP Leader Styles and the Individual Level Two Collectivistic Leadership Approaches and Higher Levels Shared Leadership (SL) and the Team Level Collective Leadership (CL) and the Collective Level Multi-Level Integration of CIP with SL and CL CIP Leader–Team and Leader–Collective Multi-Level Interactions Teams and Collectives with CIP Multi-Level Characteristics Implications, Limitations, and Conclusions References Malevolent Charismatic, Ideological, and Pragmatic Leaders Malevolent Leadership Dislike or Ill Will toward an Illegitimate Target Persistent Infliction of Harm Capacity to Derive Gratification from Inflicted Harm on Targets Conditions that Give Rise to Malevolent CIP Leaders Individual Differences Intra-Organizational Malevolent Leader Characteristics Inter-Organizational Malevolent Leader Characteristics Susceptible Followers and Conducive Environments Malevolent Charismatic, Ideological, and Pragmatic Pathway Case Studies Malevolent Charismatic Leader: Shoko Asahara of the Aum Shinrikyo Malevolent Ideological Leader: Abu Bakr al-Baghdadi of ISIS Malevolent Pragmatic Leader: Doku Umarov of Caucasus Emirate Discussion Theoretical Implications Practical Implications Directions for Future Research Notes References Beyond Outstanding to Everyday: An Applied Perspective on CIP Leadership CIP Leadership Survey Applied Realities of Leadership Applied Reality 1: Leaders Come in Many Styles Applied Reality 2: There Are Different Levels of Leadership Applied Reality 3: Not All Leaders Are Successful Applied Reality 4: Leader Styles Differentially Impact Subordinates Applied Reality 5: Functional Areas and Organizational Maturity Might Call for Different Leadership Applied Reality 6: Leaders Stay and Evolve over Time Applied Reality 7: Tools Must Serve a Purpose Applied Reality 8: Simplicity and Ease of Use Matter Applied Reality 9: CIP Leadership Has Global Implications Discussion Leadership Styles Matter, But Strict Adherence to One Style Is Unlikely to Be the Reality Pragmatic Leadership Deserves Greater Emphasis in the Literature Age, Tenure, and Organizational Factors May Impact Leadership Style Leadership Styles Impact Organizational Outcomes Leadership Style Must Be Easily Measured to Have Organizational Utility Conclusions References Gender (Under)Representation in the CIP Model: Reconsidering Outstanding Leadership through a Gender Lens Gender in the Context of CIP Model Specification CIP Leader Emergence CIP Leader Parameters Future Directions Testing Assumptions Mental Model Formation and Expression Leadership Effectiveness Perceptions of Leadership Effectiveness and Leadership Emergence Under-researched Groups Conclusion References What About the Followers?: A Preliminary Exploration into the Role of Followers in the Charismatic, Ideological, and Pragmatic Model of Leadership Charismatic, Ideological, and Pragmatic Styles of Leading Follower Characteristics and Leader Preferences: Theoretical Background Preference for a Charismatic Style of Leading Preference for a Pragmatic Style of Leading Preference for an Ideological Style of Leading Summary Followership and the CIP Model Followership and Charismatic Leadership Processes Followership and Ideological Leadership Processes Followership and Pragmatic Leadership Processes Concluding Comments and Future Research Questions References Revisiting and Extending the CIP Theory of Leadership: A Modern Perspective Overview of CIP Maximizing Strengths and Identifying Extension Opportunities Strength 1: Expansive and, by Proxy, Inclusive Strength 2: Follower Inclusive Strength 3: Experience Centric Strength 4: Compelling and Engaging Revising the Model: Extending CIP Discussion Contributions Limitations Future Research Closing Comments References Parting Thoughts: Sam Parting Thoughts: Jeff Conclusion References