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James MacGregor Burns (August 3, 1918 – July 15, 2014) [4] was an American historian and political scientist, presidential biographer, and authority on leadership studies. He was the Woodrow Wilson Professor of Government Emeritus at Williams College and Distinguished Leadership Scholar at the James MacGregor Burns Academy of Leadership of ...
The concept of transformational leadership was initially introduced by James V. Downton, the first to coin the term "transformational leadership," a concept further developed by leadership expert and presidential biographer James MacGregor Burns. According to Burns, transformational leadership can be seen when "leaders and followers make each ...
Political scholar James MacGregor Burns first developed his typology of leadership in his 1978 book Leadership. [2] He built on the work of German sociologist Max Weber's rational-legal model of authority in the context of organizational theory, conceptualizing leadership as a power-imbalanced social contract between leaders and subordinates, each of whom has specific goals that may be shared ...
He is well known for his research on transformational leadership, which was inspired by the work of James MacGregor Burns. [4] [5] His Bass Handbook of Leadership has been described as "the authoritative resource book in leadership". [1] When he retired from Binghamton University, he was the most cited leadership scholar in the world. [6]
“Every choice gives you a chance to pave your own road. Keep moving. Full speed ahead.” — Oprah Winfrey “Leadership means that a group, large or small, is willing to entrust authority to a ...
Created Date: 8/30/2012 4:52:52 PM
The full range of leadership model (FRLM) is a general leadership theory focusing on the behavior of leaders towards the workforce in different work situations. The FRLM relates transactional and transformational leadership styles with laissez-faire leadership style.
Dr. James Bender, a former Army psychologist who spent a year in combat in Iraq with a cavalry brigade, saw many cases of moral injury among soldiers. Some, he said, “felt they didn’t perform the way they should. Bullets start flying and they duck and hide rather than returning fire – that happens a lot more than anyone cares to admit.”