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l and Avolio, 1993). In contrast MacKenzie et al. (2005) claim that these four components should not to be used interchangeably and are conceptually distinct. MacKenzie et al. (2005) continue to argue that in reality it is not uncommon to imagine a leader who is able to demonstrate consideration to followers (e.g. exhi... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.38 | 0.692 | ["leadership"] | 444 | Transformational Leadership | topic | 2026-04-15T09:33:24.981967 | [
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d confidence (e.g., exhibit idealised influence). This example however represents a slightly different conceptualisation of transformational leadership, leaving the question remaining: how should transformational leaders exercise or perform these four components? Though Bass refers to these four components as crucial t... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.528 | 0.814 | ["philosophy", "leadership"] | 435 | Transformational Leadership | topic | 2026-04-15T09:33:24.982056 | [
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onal leaders can make use of the four components. Therefore, as noted by Yukl (1999), the ambiguity in defining the four components of transformational leadership and their employment creates doubts about their construct validity. Transformational Leadership vs. Inspirational Leadership In proposing the concept of tran... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.505 | 0.81 | ["leadership", "philosophy", "motivation", "career"] | 413 | Transformational Leadership | topic | 2026-04-15T09:33:24.982123 | [
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s inspirational leadership as one the components. A closer examination of the meaning of the four components of transformational leadership shows that the concept of ‘inspirational leadership’ is central to the other three components (Bass, 1988; Millward, 2005). By its very nature, transformational leadership is about... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.486 | 0.85 | ["leadership", "philosophy", "motivation", "war_conflict"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.982175 | [
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ome resistance by inspiring people, that is, to exhibit inspirational leadership. According to Bass, the inspirational leader “employs persuasive appeals and arouses emotional acceptance” (Bass, 1988: 22). Such inspirational appeal aims to generate enthusiasm and develop commitment (Yukl, 1999), which constitute the ma... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.557 | 0.826 | ["leadership", "motivation", "philosophy"] | 473 | Transformational Leadership | topic | 2026-04-15T09:33:24.982237 | [
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ip as being eclipsed by inspirational leadership. Is this the case and if so, what are the factors or conditions enabling inspirational leadership to overshadow transformational leadership? Although Bass refers to inspirational leadership as an element of transformational leadership some scholars consider it to be diff... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.578 | 0.816 | ["leadership", "motivation", "philosophy"] | 430 | Transformational Leadership | topic | 2026-04-15T09:33:24.982310 | [
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nal leadership as a standalone leadership theory. Inspirational leadership is an approach to leadership with its emphasis on inspiration or inspiring followers (Avramenko, 2014; Goffee and Jones, 2006). Inspirational leaders inspire others to do more than they want and have to do. Similarly to transformational leaders,... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.484 | 0.844 | ["leadership", "motivation", "philosophy"] | 509 | Transformational Leadership | topic | 2026-04-15T09:33:24.982362 | [
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” (Graham, 1991: 109) and willing to be educated. Instead of seeing followers as an undifferentiated crowd, both inspirational leaders and transformational leaders see their followers as individuals who are “capable of constructive creativity” (Graham, 1991: 109). Furthermore, both inspirational and transformational le... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.633 | 0.844 | ["leadership", "motivation", "philosophy", "innovation"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.982415 | [
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rs (Bass and Riggio, 2006; Crouch, 2005; Goffee and Jones, 2006; London, 2002) and stimulating followers to think critically about a problem or situation (Bass and Riggio, 2006; London, 2002; Rafferty and Griffin, 2004). At this point, transformational leadership and inspirational leadership can be seen as having much ... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.502 | 0.834 | ["leadership", "motivation", "philosophy"] | 449 | Transformational Leadership | topic | 2026-04-15T09:33:24.982465 | [
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es to leadership which are summarised in Table 1. Table 1: Differences between Transformational Leadership and Inspriational Leadership Transformational leadership Inspirational leadership Impression Transformational leaders are heroic and idealised icons Inspirational leaders are imperfect and fallible Philosophy Tran... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.663 | 0.82 | ["leadership", "philosophy", "motivation"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.982532 | [
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hought-provoking Openness Suppress weaknesses intentionally Reveal weaknesses selectively When and where is appropriate Turbulent change, crisis, transition Gradual transition, matured organisations, maintaining status quo Sources: Bass, 1999; Goffee and Jones, 2006; Mullins, 2007; Yagil, 1998 While transformational le... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.5 | 0.668 | ["leadership", "philosophy", "motivation", "crisis"] | 497 | Transformational Leadership | topic | 2026-04-15T09:33:24.982584 | [
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gher achievements (Adair, 2009; Avramenko, 2014). Transformation usually entails a complete makeover and a concomitant resistance to change. Because of this, transformational leaders are often seen as change agents since they are often involved in turbulent change or crisis (Bass, 1999). In contrast, inspiration does n... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.541 | 0.85 | ["motivation", "philosophy", "leadership", "crisis", "innovation"] | 509 | Transformational Leadership | topic | 2026-04-15T09:33:24.982635 | [
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ly to do something creative’ (Oxford Dictionary). That is to say, inspirational leadership is about giving new momentum to followers, either in developing or mature organisations. Accordingly, inspirational leaders are rarely portrayed as change agents although they are supportive of change. Another difference between ... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.476 | 0.816 | ["leadership", "motivation", "innovation", "education", "philosophy"] | 418 | Transformational Leadership | topic | 2026-04-15T09:33:24.982688 | [
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the selective nature of inspirational leadership. Unlike transformational leaders, inspirational leaders selectively and personally inspire their followers (Olivier, 2003). Olivier’s claim is derived from the theory of critical mass, where an adequate momentum in a social system can bring about a swift change (Ball, 20... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.607 | 0.836 | ["leadership", "motivation", "philosophy"] | 480 | Transformational Leadership | topic | 2026-04-15T09:33:24.982741 | [
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then spread the word to the remaining population. It is worth noting that inspirational leadership does not seek for full-scale transformation in the vein of transformational leadership. It sees it as both unnecessary and impractical to change the mindset of the whole population because there is always resistance to ch... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.481 | 0.86 | ["leadership", "motivation", "philosophy", "strategy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.982801 | [
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der, the leader can then move the organisation forward. Consequently, the process of inspiring followers is thought-provoking and challenging whereas the process of transformation is often stressful; the process of transformation is stressful because “followers may exhaust themselves in their attempts to fulfil the [hi... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.679 | 0.85 | ["leadership", "motivation", "philosophy", "war_conflict"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.982938 | [
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ce it primarily depends on the “inspired moment” (Adair, 2009: 128), a situation where latent talent is unleashed. However, inspirational leaders may also bring some pressure or stress to their followers (Adair, 2009), which, in turn, offsets the positive impacts of inspirational leadership. Another distinction is base... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.428 | 0.852 | ["leadership", "motivation"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.983005 | [
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act to leadership effectiveness (Goffee and Jones, 2006; Howell et al., 2005; Shamir, 1995). Theoretically, distant leaders “would tend to behave homogenously with followers” (Antonakis and Atwater, 2002: 684), distant leaders see their followers as anonymous individuals, an undifferentiated herd, and are thereby insen... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.608 | 0.818 | ["leadership"] | 430 | Transformational Leadership | topic | 2026-04-15T09:33:24.983088 | [
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hat ‘ideal’ leaders are close to their followers. However, frequent contacts allow followers to observe weaknesses and inconsistencies in the leader’s behaviour (Shamir, 1995). This is particularly problematic for transformational leaders because there is an assumption that transformational leaders are extraordinary pe... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.531 | 0.824 | ["leadership", "philosophy"] | 472 | Transformational Leadership | topic | 2026-04-15T09:33:24.983149 | [
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es a leader mundane, fallible or even vulnerable. Following this line of reasoning, social distance is essential to enable transformational leaders to retain their influence and prestige. As Bass (1997: 4) states, “leaders who are close to their followers, in particular, who can lose all their reputation with just one ... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.534 | 0.864 | ["leadership", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.983212 | [
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t also may also be fraudulent since they need to suppress their weaknesses. Conversely, inspirational leaders are more egalitarian and approachable. Goffee and Jones (2006) believe inspirational leaders do have weaknesses and that it is important for them to selectively reveal their weaknesses. Similarly, Ludeman and E... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.475 | 0.844 | ["leadership", "motivation"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.983267 | [
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comfortable stretch for them, but that action humanized them in the eyes of the team and made them more inspirational to the rest of the organization” (Ludeman and Erlandson, 2004: 64). Selectively revealing weaknesses certainly destroys the illusion that leaders are extraordinary persons but it also shortens the socia... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.606 | 0.844 | ["leadership", "management", "motivation"] | 473 | Transformational Leadership | topic | 2026-04-15T09:33:24.983318 | [
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uman and fallible than a socially distant leader. From another point of view, revealing weaknesses makes an inspirational leader ordinary or even mundane. Although this may minimise the distance between leader and follower, it is likely that the follower would be less dependent or loyal to the leader since the leader b... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.5 | 0.858 | ["leadership", "motivation"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.983374 | [
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berately use their difference to maintain a social distance”. For Goffee and Jones (2000), it is important for inspirational leaders to signal their distinctiveness and detach themselves from their followers from time to time, so that “followers will push themselves if their leader is just a little aloof” (ibid: 70). T... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.477 | 0.858 | ["leadership", "motivation"] | 504 | Transformational Leadership | topic | 2026-04-15T09:33:24.983427 | [
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plex role which needs to be undertaken skilfully. Concluding Remarks Transformational leadership has been proven to be effective in ensuring organisational success (García-Morales et al., 2012; Howell and Avolio, 1993; Liao and Chuang, 2007; Nemanich and Keller, 2007). In spite of this, transformational leadership is n... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.689 | 0.818 | ["leadership", "philosophy", "ethics"] | 422 | Transformational Leadership | topic | 2026-04-15T09:33:24.983517 | [
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rits and critique of transformational leadership. Table 2: Merits and Criticism of Transformational Leadership Merits Critique Charismatic Self-efficacy bias Visionary Evangelical Drives change Lacks conceptual clarity Persuade followers to transcend their self-interest for the sake of the team and/ or organisation Ant... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.673 | 0.83 | ["leadership", "philosophy", "strategy", "management"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.983573 | [
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hip include such characteristics as irresistible charisma and vision, ability to drive change and persuade followers to transcend their self-interest for the greater good. However, if transformational leaders carry their strengths to excess, their strengths may become weaknesses. Consider the transformational leader’s ... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.579 | 0.844 | ["leadership", "philosophy", "strategy", "motivation"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.983623 | [
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ed to develop because they need to unite their followers irrespective of the range of differences between them. But if transformational leaders motivate others to sacrifice their self-interest excessively, they become antidemocratic and solitary. Similarly, promoting a vision is one of the strengths of transformational... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.564 | 0.816 | ["leadership", "philosophy", "strategy", "motivation"] | 429 | Transformational Leadership | topic | 2026-04-15T09:33:24.983688 | [
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if they overemphasise realisation of the vision. Charisma is certainly one of the strengths of transformational leaders; but it can lead to a self-efficacy bias (Gist, 1987; Gist and Mitchell, 1992) if they overestimate themselves and regard themselves as superior. Is transformational leadership eclipsed by inspiration... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.663 | 0.832 | ["leadership", "philosophy", "strategy", "motivation", "rhetoric"] | 464 | Transformational Leadership | topic | 2026-04-15T09:33:24.983742 | [
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cept of transformational leadership is ambiguous. The four components of transformational leadership as advocated by Bass can be measured with the Multifactor Leadership Questionnaire (MLQ). However, their construct validity becomes doubtful since these four components have significant overlap (Yukl, 1999). It is also ... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.558 | 0.822 | ["leadership", "philosophy"] | 448 | Transformational Leadership | topic | 2026-04-15T09:33:24.983811 | [
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ents associated with this approach to leadership. Furthermore, it is questionable whether transformational leadership will fit into stable organisations which are maintaining the status quo and their success. Do market leaders need a transformational leader? In contrast to transformational leadership, inspirational lea... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.467 | 0.81 | ["leadership", "philosophy", "motivation"] | 430 | Transformational Leadership | topic | 2026-04-15T09:33:24.983867 | [
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inspirational leadership is more comprehensible. Inspirational leadership is about inspiring others “to face and overcome [the] rigors of the journey” (Adair, 2009: 107). Inspirational leaders deliberately arouse their followers to move on, either in crisis or in maintaining status quo. Indeed, in today’s stressful bus... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.616 | 0.84 | ["leadership", "motivation", "management", "crisis", "economy"] | 491 | Transformational Leadership | topic | 2026-04-15T09:33:24.983933 | [
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ere and how inspirational leadership takes place. References Avramenko, A. (2014), “Inspiration at work: is it an oxymoron?”, Baltic Journal of Management , Vol. 9, No. 1, pp.113 – 130. https://doi.org/10.1108/BJM-07-2013-0110 Adair, J. (2009), The inspirational leader: how to motivate, encourage & achieve success , Lo... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.609 | 0.692 | ["leadership", "motivation", "management"] | 478 | Transformational Leadership | topic | 2026-04-15T09:33:24.983995 | [
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0.006427901331335306,
0.015884393826127052,
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adership Quarterly , Vol. 13, No. 6, pp. 673-704. https://doi.org/10.1016/S1048-9843(02)00155-8 Avey, J. B.; Hughes, L. W.; Norman, S. M.; Luthans, K. W. (2008), “Using positivity, transformational leadership and empowerment to combat employee negativity”, Leadership & Organization Development Journal , Vol. 29, No. 2,... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.624 | 0.678 | ["leadership", "philosophy"] | 483 | Transformational Leadership | topic | 2026-04-15T09:33:24.984045 | [
-0.03528100624680519,
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nizational Dynamics , Vol. 13, No. 3, pp. 26- 40. https://doi.org/10.1016/0090-2616(85)90028-2 Bass, B. M. (1988), “The Inspirational Processes of Leadership”, Journal of Management Development , Vol. 7, No. 5, pp. 21-31.https://doi.org/10.1108/eb051688 Bass, B. M. (1997), The ethics of transformational leadership , Un... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.683 | 0.688 | ["leadership", "philosophy", "management", "motivation", "ethics"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.984112 | [
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ional Leadership”, European Journal of Work and Organisational Psychology , Vol. 8, No. 1, pp. 9–32. https://doi.org/10.1080/135943299398410 Bass, B. M. and Riggio, R. E. (2006), Transformational Leadership , London: Routledge. Bass, B. M. and Steidlmeier, P. (1999), “Ethics, character, and authentic transformational l... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.665 | 0.674 | ["leadership", "philosophy", "ethics"] | 487 | Transformational Leadership | topic | 2026-04-15T09:33:24.984163 | [
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Braun, S.; Peus, C.; Weisweiler, S. and Frey, D. (2013), “Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust”, Leadership Quarterly , Vol. 24, No. 1, pp. 270-283. https://doi.org/ 10.1016/j.leaqua.2012.11.006 Burns, J. M. (1978), Leadership , New York: Harper and ... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.654 | 0.688 | ["leadership", "management", "philosophy", "career"] | 506 | Transformational Leadership | topic | 2026-04-15T09:33:24.984220 | [
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tps://doi.org/10.5465/AME.1991.4274713 Crouch, N. (2005), “Inspirational leadership”, in: Jolly, A. (Ed.), From Idea To Profit: How To Market Innovative Products and Services , London: Kogan Page Publishers. pp. 67-72. García-Morales, V. J.; Jiménez-Barrionuevo, M. M. and Gutiérrez-Gutiérrez, L., (2012), “Transformatio... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.65 | 0.67 | ["leadership", "philosophy", "motivation", "ethics", "innovation"] | 485 | Transformational Leadership | topic | 2026-04-15T09:33:24.984286 | [
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usiness Research , Vol. 65, No. 7, pp. 1040-1050. https://doi.org/10.1016/j.jbusres.2011.03.005 Gist, M. E. (1987), “Self-Efficacy: Implications for Organizational Behavior and Human Resource Management”, Academy of Management Review , Vol. 12, No. 3, pp. 472-485. https://doi.org/10.5465/AMR.1987.4306562 Gist, M. E. an... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.561 | 0.676 | ["management"] | 483 | Transformational Leadership | topic | 2026-04-15T09:33:24.984397 | [
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Management Review , Vol. 17, No. 2, pp. 183-211. https://doi.org/10.5465/AMR.1992.4279530 Goffee, R. and Jones, G. (2000), “Why Should Anyone Be Led by You?”, Harvard Business Review , Vol. 78, No. 5, pp. 62-70. https://doi.org/10.1225/5890 Goffee, R. and Jones, G. (2006), Why Should Anyone Be Led by You? , Boston: Har... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.47 | 0.694 | ["leadership", "management", "motivation", "ethics", "education"] | 489 | Transformational Leadership | topic | 2026-04-15T09:33:24.984477 | [
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eadership Quarterly , Vol. 2, No. 2, pp. 105-119. https://doi.org/10.1016/1048-9843(91)90025-W Green, A. E.; Miller, E. A. and Aarons, G. A. (2013), “Transformational Leadership Moderates the Relationship Between Emotional Exhaustion and Turnover Intention Among Community Mental Health Providers”, Community Mental Heal... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.608 | 0.666 | ["leadership", "networking", "philosophy"] | 448 | Transformational Leadership | topic | 2026-04-15T09:33:24.984557 | [
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3-0 Hetland, H.; Sandal, G. M. and Johnsen, T. B. (2008), “Followers' Personality and Leadership”, Journal of Leadership & Organizational Studies , Vol. 14, No. 4, pp. 322-331. https://doi.org/10.1177/1548051808315550 Hofmann, D. A. and Jones, L. M. (2005), “Leadership, Collective Personality, and Performance”, Journal... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.611 | 0.672 | ["leadership", "philosophy"] | 448 | Transformational Leadership | topic | 2026-04-15T09:33:24.984614 | [
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021-9010.90.3.509 Howell, J. M. and Avolio, B. J. (1993), “Transformational Leadership, Transactional Leadership, Locus of Control, and Support for Innovation: Key Predictors of Consolidated-Business-Unit Performance”, Journal of Applied Psychology , Vol. 78, No. 6, pp. 891–902. https://doi.org/10.1037/0021-9010.78.6.8... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.616 | 0.682 | ["leadership", "philosophy", "innovation", "networking"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:24.984667 | [
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performance”, Leadership Quarterly , Vol. 16, No. 2, pp. 273-285. https://doi.org/10.1016/j.leaqua.2005.01.004 Jung, D.; Wu, A. and Chow, C. W. (2008), “Towards understanding the direct and indirect effects of CEOs' transformational leadership on firm innovation”, Leadership Quarterly , Vol. 19, No. 5, pp. 582-594. htt... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.66 | 0.682 | ["leadership", "philosophy", "war_conflict", "innovation"] | 508 | Transformational Leadership | topic | 2026-04-15T09:33:24.984721 | [
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rganisations”, in: Ciulla, J. B. and Burns, J. M. (Ed.) Ethics, the Heart of Leadership , London: Greenwood Publishing Group. pp. 149-174. Liao, H. and Chuang, A. (2007), “Transforming Service Employees and Climate: A Multilevel, Multisource Examination of Transformational Leadership in Building Long-Term Service Relat... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.666 | 0.668 | ["leadership", "philosophy", "ethics", "networking"] | 448 | Transformational Leadership | topic | 2026-04-15T09:33:24.984783 | [
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://doi.org/10.1037/0021-9010.92.4.1006 London, M. (2002), Leadership Development: Paths to Self-insight and Professional Growth , New Jersey: Lawrence Erlbaum Associates. Ludeman, K. and Erlandson, E. (2004), “Coaching the Alpha Male”, Harvard Business Review , Vol. 82, No. 5, pp. 58-67. MacKenzie, S. B.; Podsakoff, P.... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.618 | 0.688 | ["leadership", "career", "governance"] | 509 | Transformational Leadership | topic | 2026-04-15T09:33:24.984834 | [
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Solutions”, Journal of Applied Psychology . Vol. 90, No. 4, pp. 710-730. Matzler, K.; Schwarz, E.; Deutinger, N.; Harms, R. (2008), “The Relationship between Transformational Leadership, Product Innovation and Performance in SMEs”, Journal of Small Business & Entrepreneurship , Vol. 21, No. 2, pp. 139-151.https://doi.o... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.645 | 0.67 | ["leadership", "war_conflict", "philosophy", "innovation", "networking"] | 470 | Transformational Leadership | topic | 2026-04-15T09:33:24.984887 | [
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hology , London: Sage Publication. Mullins, L. J. (2007), Management and organisational behaviour , 8th ed. Harlow: Financial Times Prentice Hall. Nemanich, L. A. and Keller, R. T. (2007), “Transformational leadership in an acquisition: A field study of employees”, Leadership Quarterly , Vol. 18, No. 1, pp. 49-68. http... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.677 | 0.68 | ["leadership", "management", "education", "philosophy"] | 466 | Transformational Leadership | topic | 2026-04-15T09:33:24.984941 | [
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, 6th ed., London: Sage Publication. Olivier, R. (2003), Inspirational Leadership: Henry V and the Muse of Fire; Timeless Insights from Shakespeare's Greatest Leader , London: Spiro Press. Pawar, B. S. (2003), “Central conceptual issues in transformational leadership research”, Leadership & Organization Development Jou... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.65 | 0.668 | ["leadership", "motivation", "war_conflict", "philosophy"] | 429 | Transformational Leadership | topic | 2026-04-15T09:33:24.984997 | [
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01437730310498596 Porter, L. W. and Bigley, G. A. (2001), “Motivation and Transformational leadership: some organisational context issues”, in: Erez,M.; Kleinbeck, U. Thierry, H. (Ed.) Work Motivation in the Context of a Globalizing Economy , London: Lawrence Erlbaum Associates, pp. 279-291. Rafferty, A. E. and Griffin... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.65 | 0.68 | ["leadership", "motivation", "philosophy", "governance", "economy"] | 469 | Transformational Leadership | topic | 2026-04-15T09:33:24.985090 | [
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adership Quarterly , Vol. 15, No. 3, pp. 329–354. https://doi.org/10.1016/j.leaqua.2004.02.009 Rogers, E. M. (2003), Diffusion of Innovation , 5th ed., New York: The Free Press. Rickards, T. and Clark, M. (2006), Dilemmas of Leadership , UK: Taylor & Francis. Shamir, B. (1995), “Social distance and charisma: Theoretica... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.595 | 0.684 | ["leadership", "innovation", "education"] | 479 | Transformational Leadership | topic | 2026-04-15T09:33:24.985161 | [
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48-9843(95)90003-9 Tourish, D. and Pinnington, A. (2002), “Transformational leadership, corporate cultism and the spirituality paradigm: an unholy trinity in the workplace”, Human Relations , Vol. 55, No. 2, pp. 147-172. https://doi.org/10.1177/0018726702055002181 Tse, H.H.M.; Huang, X. and Lam, W. (2013), “Why does tr... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.644 | 0.672 | ["leadership", "philosophy", "faith_spirituality"] | 470 | Transformational Leadership | topic | 2026-04-15T09:33:24.985217 | [
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adership Quarterly , Vol. 24, No. 5, pp. 763-776. https://doi.org/10.1016/j.leaqua.2013.07.005 Tucker, B. A. and Russell, R. F. (2004), “The influence of the transformational leader”, Journal of Leadership & Organizational Studies , Vol. 10, No. 4, pp.103-111. https://doi.org/10.1177/107179190401000408 Walumbwa, Fred O... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.648 | 0.674 | ["leadership", "philosophy", "career", "governance", "education"] | 488 | Transformational Leadership | topic | 2026-04-15T09:33:24.985290 | [
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isfaction: A comparative study of Kenyan and U.S. financial firms”, Human Resource Development Quarterly , Vol. 16, No. 2, pp. 235-256. https://doi.org/10.1002/hrdq.1135 Yagil, D. (1998), “Charismatic leadership and organizational hierarchy: Attribution of charisma to close and distant leaders”, Leadership Quarterly , ... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.647 | 0.676 | ["leadership", "education", "philosophy"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:24.985353 | [
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mational and charismatic leadership theories”, Leadership Quarterly , 10, No. 2, pp. 285–305. https://doi.org/10.1016/S1048-9843(99)00013-2 Yukl, G. (2012), “Effective Leadership Behaviors: What We Know and What Questions Need More Attention?”, The Academy of Management Perspectives , Vol. 26, No. 4, pp. 66-85. https:/... | https://www.ijmar.org/v1n1/14-002.html | Transformational Leadership: Is It Time For A Recall | Lee | International journal of management and applied research | ijmar.org | unknown | false | 0.642 | 0.634 | ["leadership", "management"] | 350 | Transformational Leadership | topic | 2026-04-15T09:33:24.985428 | [
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trying to understand why people do what they do. The Behavioral State These 8 components are present at all times for each person and determine which behaviors will occur. For any given behavior, we can calculate a Behavioral State Score. This score represents how likely it is that a specific person (or relatively like... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.319 | 0.844 | [] | 456 | Transformational Leadership | topic | 2026-04-15T09:33:25.184888 | [
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0 The Behavioral Scientist Posts The Behavioral State Model (Part 1) The Behavioral State Model (Part 1) My behavior change model. Jason Hreha November 11, 2024 Over the years, I’ve developed my own model of behavior. My goal has been to create a comprehensive framework for effective behavior change work. One of the ma... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.527 | 0.85 | [] | 456 | Transformational Leadership | topic | 2026-04-15T09:33:25.185053 | [
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some of the most significant drivers of behavior. For example, while models like COM-B (Capability, Opportunity, Motivation - Behavior), EAST, and Self-Determination Theory (SDT) focus on important components of behavior change, they do not explicitly include factors like personality. Personality is one of the most sig... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.464 | 0.828 | ["motivation"] | 464 | Transformational Leadership | topic | 2026-04-15T09:33:25.185152 | [
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fs from abilities, and motivations from emotions. Someone who is unwilling to engage in an activity may be doing so because they cannot or because they think they cannot. Determining which is true is crucial for effective intervention. However, this distinction between actual inability and perceived inability often get... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.421 | 0.826 | ["motivation"] | 418 | Transformational Leadership | topic | 2026-04-15T09:33:25.185218 | [
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often lumped into "motivation" in various models. However, emotions are not simply a motivational component; they evolved to solve specific problems and must be addressed distinctly in any comprehensive behavior change model. If we want to change behavior effectively, we need to consider all the variables involved, not... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.431 | 0.852 | ["motivation", "communication"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.185315 | [
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otion) results in an incomplete understanding of what drives behavior. This significantly reduces the effectiveness of behavior change strategies derived from these models. The following is the first piece I’ve written on the Behavioral State Model, which seeks to address these gaps. I’ll send out the next lessons in t... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.515 | 0.852 | ["communication", "decision_making"] | 476 | Transformational Leadership | topic | 2026-04-15T09:33:25.185371 | [
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, buy a new pair of sneakers, or download an app? What causes someone to register to vote, get a vaccine, or build a rock-solid meditation habit? These are difficult questions asked by marketers, public health officials, personal trainers, CEOs, prime ministers, and product managers each day. Each of these different pe... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.333 | 0.866 | ["management", "motivation", "crisis"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.185465 | [
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driven by motivation, and that they just need to amp up their client in order to get them to follow through. The public health official may believe that information is the cure, and that if they just get credible, unbiased information to their audience, they’ll be able to get them to act differently. The marketer may t... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.417 | 0.874 | ["philosophy", "motivation"] | 476 | Transformational Leadership | topic | 2026-04-15T09:33:25.185519 | [
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gnite their desire and get them in a “hot state”. All these people are correct, but each sees only part of the picture. And, for this reason, they’re going to be effective only a small fraction of the time. This is because we now know that behavior is determined by 8 fundamental components: Abilities Motivations Social... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.347 | 0.858 | ["motivation", "philosophy"] | 504 | Transformational Leadership | topic | 2026-04-15T09:33:25.185569 | [
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ll built around one single component: motivation. The Behavioral State Model The same thing is true of the public health official, who is focused on perception, and the marketer, who is focused on emotion. The fact of the matter is that all 8 components need to align in order for a given behavior to occur. Merely focus... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.401 | 0.878 | ["motivation"] | 492 | Transformational Leadership | topic | 2026-04-15T09:33:25.185631 | [
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h level overview of each of the above components. In future lessons we’ll dig into each of them in-depth, and provide you with plenty of examples for how you can modify them in order to achieve your behavior change goals. Component 1: Abilities Each of us has different capabilities. These capabilities depend on a varie... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.456 | 0.86 | ["innovation", "education"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.185683 | [
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ur monetary situation our education and training Abilities are the inherent or learned skills and capacities that enable an individual to perform specific tasks. These are concrete and measurable aspects of what a person can physically and mentally do. They are not about how someone interprets or understands the world ... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.54 | 0.852 | ["philosophy", "education"] | 481 | Transformational Leadership | topic | 2026-04-15T09:33:25.185731 | [
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m certain behaviors and unable to perform others. For example, a 7-foot NBA player can easily dunk a basketball. A 4’8” person generally cannot. Someone with a degree in mathematics can easily solve calculus problems, while someone with a high-school diploma may find it challenging to do so. Each person has a unique se... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.394 | 0.834 | ["education", "philosophy"] | 411 | Transformational Leadership | topic | 2026-04-15T09:33:25.185786 | [
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ir behavioral repertoire is a reflection of this. In order to understand someone’s pre-existing behavior, and change their future behavior, it is absolutely critical to have an in-depth understanding of their capabilities. Component 2: Motivations Each of us is motivated by different things. Sure, some motivations are ... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.42 | 0.832 | ["motivation"] | 459 | Transformational Leadership | topic | 2026-04-15T09:33:25.185835 | [
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r example, almost everyone is motivated by money. In almost every country in the world, wealth seems to be a near obsession. This makes sense. After all, wealth brings with it comfort and security. However, we all know someone who couldn’t care less about monetary rewards, and is driven by meaning and passion. As long ... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.317 | 0.874 | ["economy", "motivation", "salary", "war_conflict"] | 489 | Transformational Leadership | topic | 2026-04-15T09:33:25.185902 | [
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the same degree (or in the same way) in everyone. In order to understand why a person behaves the way they do, it is imperative to understand their motivations — what are they pursuing in life, and what are they trying to escape? If a person is not motivated by the potential outcome of an action, it becomes exceedingly... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.372 | 0.864 | ["motivation", "salary", "philosophy"] | 468 | Transformational Leadership | topic | 2026-04-15T09:33:25.185980 | [
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u do not generally see many other people running. There are not large social norms for running. There are some groups that go to the gym together, but they tend to go in order to either play basketball or for weight lifting. There is not a running gym contingent that we were able to notice. State Score: 2/10 Behavioral... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.297 | 0.874 | [] | 473 | Transformational Leadership | topic | 2026-04-15T09:33:25.186027 | [
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t pay particularly close attention to motivation. Component 3: Social Status / Social Situation Nothing occurs in a social vacuum. We are social creatures, relying on others for our survival and the pursuit of our goals. Almost everything we do is done with others in mind, reflecting the complex web of relationships th... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.515 | 0.868 | ["motivation", "networking", "salary", "philosophy"] | 509 | Transformational Leadership | topic | 2026-04-15T09:33:25.186079 | [
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l status is not just a broad or abstract concept. It’s intimate and immediate, playing out in the very specific social groups to which we belong—our friend circles, families, colleges, or workplaces. While it might extend to a national level, social status is predominantly about our standing within these smaller, more ... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.338 | 0.844 | [] | 449 | Transformational Leadership | topic | 2026-04-15T09:33:25.186128 | [
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r increase our social status within these groups. We strive to impress, to be seen as valuable, capable, and worthy of respect and admiration. Whether it’s excelling in a hobby, pursuing a particular career path, or even the way we engage in social media, the underlying motivation is often the enhancement of our status... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.391 | 0.856 | ["motivation", "career"] | 470 | Transformational Leadership | topic | 2026-04-15T09:33:25.186207 | [
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favor, thus losing their protection and support. This can lead to conformity, adherence to group norms, or even suppression of personal desires and opinions that might conflict with the group’s expectations. Understanding social status goes beyond mere observation. It requires a deep examination of the motivations that... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.37 | 0.832 | ["motivation", "war_conflict", "philosophy"] | 432 | Transformational Leadership | topic | 2026-04-15T09:33:25.186296 | [
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ossible in the eyes of our specific social group. The way we navigate our social world, the choices we make, and the paths we follow are profoundly influenced by this drive for social acceptance and esteem. By recognizing the power and specificity of social status within our immediate social circles, we can better unde... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.543 | 0.848 | ["decision_making"] | 444 | Transformational Leadership | topic | 2026-04-15T09:33:25.186350 | [
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tion’s way of steering us in the right direction. They’re our internal GPS, pushing us towards certain outcomes and away from others. For example, we get angry to scare off dangerous people, and we get lustful to fulfill our evolutionary imperative to reproduce. While many people conflate emotions and motivation, the t... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.409 | 0.856 | ["war_conflict", "motivation"] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.186400 | [
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us and deliberate, often linked to specific rewards or outcomes. Emotions can arise spontaneously, without our control, while motivations are generally cultivated and directed towards achieving certain objectives. Emotions serve as immediate responses to stimuli, creating a reaction that is often intuitive and visceral... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.362 | 0.824 | ["war_conflict", "decision_making", "motivation"] | 445 | Transformational Leadership | topic | 2026-04-15T09:33:25.186455 | [
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that highlight potential risks or opportunities. For example, fear might keep us from taking unnecessary risks, while joy can lead us to pursue activities that resonate with our core values and desires. However, emotions are not always straightforward guides. They can sometimes mislead us or create conflicts with our l... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.401 | 0.84 | ["war_conflict", "management", "ethics", "philosophy"] | 474 | Transformational Leadership | topic | 2026-04-15T09:33:25.186544 | [
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ict our conscious goals or societal expectations. Recognizing the intricate interplay between emotions, motivations, and other components of behavior can be key to designing interventions or strategies that effectively influence and guide behavior. In summary: while emotions and motivations both influence behavior, the... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.368 | 0.842 | ["motivation", "ethics"] | 506 | Transformational Leadership | topic | 2026-04-15T09:33:25.186593 | [
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d can be aligned with long-term goals and values. Understanding both these aspects is crucial if we want to understand and influence human behavior. Component 5: Perception Perception, unlike abilities (Component 1), refers to how an individual interprets and understands the world around them. It’s about the way our bi... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.349 | 0.848 | ["ethics", "salary", "philosophy"] | 465 | Transformational Leadership | topic | 2026-04-15T09:33:25.186643 | [
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t we are physically or mentally capable of doing. For example, if we believe that it’s impossible to lift 300 pounds, even though we have the physical ability to do so, we won’t even try. Our perception of our capabilities, not our actual ability, limits our action. Our perceptions are determined by two components: Bio... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.398 | 0.852 | [] | 458 | Transformational Leadership | topic | 2026-04-15T09:33:25.186689 | [
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lens in our eyes filters out UV wavelength light. Fish, however, can see well into the UV part of the spectrum. They’re able to perceive an entire portion of the sensory world that we’re just blind to. The same thing is true of dogs and smell. Dogs have such sensitive noses that they can tell who’s been at a tree in th... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.325 | 0.884 | ["salary"] | 496 | Transformational Leadership | topic | 2026-04-15T09:33:25.186738 | [
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ich behaviors we even attempt in the first place. For example, before we understood the science of hand washing, we had no reason to perform this behavior. It must have looked crazy to uninformed outsiders to see a random person frantically rubbing their hands against a bar of glycerin over a tub of water. Today, howev... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.339 | 0.848 | ["philosophy"] | 423 | Transformational Leadership | topic | 2026-04-15T09:33:25.186805 | [
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mple of the power of beliefs in driving behavior. Similarly, getting injected with a clear liquid by a long, sharp object might seem crazy and scary to an uninformed outsider. It’s no wonder that children, who do not have strong pre-existing beliefs about the benefits of vaccines, are so scared of these injections. In ... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.361 | 0.87 | ["salary", "family", "philosophy"] | 511 | Transformational Leadership | topic | 2026-04-15T09:33:25.186856 | [
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ly define what we are capable of sensing but also influence our choices and reactions to the world around us. Component 6: Personality Each of us is unique in our makeup. Some of this is surely due to the genetic roll of the dice. Some of this is surely due to early life influences and our experiences. Whatever the rea... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.355 | 0.868 | ["decision_making", "ethics", "philosophy"] | 487 | Transformational Leadership | topic | 2026-04-15T09:33:25.186919 | [
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ns. Some people are anxious, others are fearless. Some people are drawn to art, others couldn’t care less. Some people are outgoing and enthusiastic, others are low energy and withdrawn. These tendencies are one of the major determinants of our behaviors. What might be interesting to an introverted person might be bori... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.504 | 0.848 | [] | 475 | Transformational Leadership | topic | 2026-04-15T09:33:25.186963 | [
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when understanding behavior and behavior change. Component 7: Physical Environment If you’re in a room with 5 foot ceilings, you won’t be able to do jumping jacks. If you’re in a crowded cafe, you might not be able to focus on the book you’re reading. The physical environment we’re in makes certain behaviors possible a... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.501 | 0.852 | [] | 479 | Transformational Leadership | topic | 2026-04-15T09:33:25.187008 | [
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rt of understanding behavior in that environment. Component 8: Social Environment As people have noted for most of human history, crowds are a powerful force. Put a bunch of people together in a room (or in the street) and unexpected things can happen. Peer pressure and social influence are strong behavioral influencer... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.519 | 0.844 | [] | 444 | Transformational Leadership | topic | 2026-04-15T09:33:25.187081 | [
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stand the specific social environment they’re in. For example, a relatively introverted and serene person might be driven to dancing on a table if the social environment is stimulating enough. This person is acting in ways that seemingly violate their personality, largely because of an abrupt shift in the social contex... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.434 | 0.85 | ["war_conflict"] | 475 | Transformational Leadership | topic | 2026-04-15T09:33:25.187137 | [
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se of the overpowering social influences present. I’m often asked whether this component is necessary if we already have ‘social status / social situation’ (Component 3). While social status in Component 3 pertains specifically to an individual’s drive to maintain or increase their standing within the group they identi... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.402 | 0.848 | [] | 483 | Transformational Leadership | topic | 2026-04-15T09:33:25.187181 | [
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the behavior we’re analyzing happens or develops. In addition, social environments can be distinct from our regular social groups or affiliations, pushing us to act in ways that may contradict our social status and the norms of our usual social circles. In summary: Social environments can act as powerful catalysts for ... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.529 | 0.854 | [] | 507 | Transformational Leadership | topic | 2026-04-15T09:33:25.187227 | [
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nd we’re interested in people's running behavior. We are interested in getting more college students into the running habit. As part of our analysis, we go to a dorm to see what’s going on. We notice a few things: Ability The environment is incredibly loud, even at night. We talk to some students and learn how little s... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.49 | 0.876 | ["motivation"] | 510 | Transformational Leadership | topic | 2026-04-15T09:33:25.187285 | [
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otivation Students are very interested in dating. In fact, a significant portion of the time in the dorm is spent flirting. Staying fit and looking good is obviously important. This is in our favor. Students seem to be interested in being lean and muscular — running can help with the former. State Score: 6/10 Personali... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.501 | 0.86 | ["philosophy"] | 464 | Transformational Leadership | topic | 2026-04-15T09:33:25.187365 | [
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ents are scarfing down pizza and other junk food. There’s obviously a personality and values divide between different people in the college dorm population. State Score: quite variable, but average of 5/10. Social Status / Social Situation It is high status to be attractive and fit in this environment. That should make... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.309 | 0.86 | ["ethics", "war_conflict"] | 491 | Transformational Leadership | topic | 2026-04-15T09:33:25.187420 | [
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... | ||
ate socializing. These social pressures conflict. State Score: 4/10 Emotion Tired people have worse self control and are more likely to be overtaken by bad emotions. For emotional release and stress relief, they’re going to be more likely to indulge in tasty food and alcohol. Also, overly stimulated people will be more... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.481 | 0.858 | ["war_conflict"] | 490 | Transformational Leadership | topic | 2026-04-15T09:33:25.187474 | [
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states that work against their longer term goals. State Score: 3/10 Perception Students seem to feel stressed and time crunched. Because of this, there’s a general belief that they don’t have enough time to get everything they need done. Even though students seem to have plenty of free time and are doing a lot of socia... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.407 | 0.858 | [] | 445 | Transformational Leadership | topic | 2026-04-15T09:33:25.187524 | [
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enough time to do all the things they want to do. State Score: 4/10 Physical Environment There is no gym equipment (like a treadmill) in the dorm, and so students either need to go to the gym or run outside. Traveling to the gym is a 25 minute walk (or 10 minute bike) ride. Running outside is nice during the fall and s... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.379 | 0.806 | [] | 512 | Transformational Leadership | topic | 2026-04-15T09:33:25.187578 | [
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s to all be done at the gym or needs to be done in the gym for half the year and outside for half the year. Running outside is much more convenient, since each student merely needs to put on some shoes and go. No travel time. However, the dorms are not in a scenic location, and therefore the outdoor running paths are n... | https://newsletter.thebehavioralscientist.com/p/the-behavioral-state-model-part-1 | The Behavioral State Model (Part 1) | newsletter.thebehavioralscientist.com | unknown | false | 0.358 | 0.876 | [] | 487 | Transformational Leadership | topic | 2026-04-15T09:33:25.187638 | [
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0.03321244567632675,
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