Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

The Anabasis and Lessons in Leadership


Affiliations
1 College of Business Eastern New Mexico University Station 49 Portales, NM 88130
     

   Subscribe/Renew Journal


Although transformational leader theory is a relatively recent construct, the factors commonly associated with transforming leadership have undoubtedly been exhibited since human beings first began to assemble themselves into groups. The literature provides powerful empirical support for the notion that transformational leaders create heightened follower performance, satisfaction, and commitment, particularly during times of turbulence. Transformational leaders achieve this by way of charisma (idealized influence), inspirational motivation, individual consideration, and intellectual stimulation. While these concepts are certainly found in the writings of earlier management theorists, leaders who have displayed these characteristics and behaviors can also be found in ancient history. One such example was the ancient Athenian Xenophon, who played a leading role in the return of the Greeks from Persia around 400 B.C. His account of this olden military campaign, recorded in the Anabasis, describes what many might consider a prototype of a truly transformational leader.

Keywords

Transformational, Leadership, Management
User
Notifications

  • Avolio, B.J., and Bass, B.M. (1991), The Full Range of Leadership Development, Center for Leadership Studies, Binghamton, NY.
  • Avolio, B.J., Bass, B.M., and Jung, D.I. (1995), Multifactor Leadership Questionnaire Technical Report, Mind Garden, Redwood City, CA.
  • Avolio, B. J., Waldman, D. A., and Einstein, W. O. (1988), Transformational Leadership in a Management Game Simulation: Impacting the Bottom Line, Journal of Group and Organizational Studies 13: 58-80.
  • Avolio, B. J., Waldman, D. A., and Yammarino, F. J. (1991), The Four I’s of Transformational Leadership, Journal of European Industrial Training 15: 9-16.
  • Bass, B.M. (1981), Stogdill’s Handbook of Leadership: A Survey of Theory and Research, Free Press, New York.
  • Bass, B.M. (1985), Leadership and Performance Beyond Expectations, Free Press, New York.
  • Bass, B.M. (1990), From Transactional to Transformational Leadership: Learning to share the vision. Organizational Dynamics 18: 19-31.
  • Bass, B.M., and Avolio, B.J. (1994), Improving Organizational Effectiveness through Transformational Leadership, Sage, Thousand Oaks, CA.
  • Bass, B.M., and Steidlmeier, P. (1999), Ethics, Character, and Authentic Transformational Leader Behavior, Leadership Quarterly 10: 181-217.
  • Burns, J.M. (1978), Leadership, Harper, New York.
  • Bycio, P., Hackett, R.D., and Allen, J.S. (1995), Further Assessments of Bass’ 1985 Conceptualization of Transactional and Transformational Leadership, Journal of Applied Psychology 80: 468-478.
  • Dakyns, H.G. (1890), The March of the Ten Thousand: Being a Translation of the Anabasis,Preceded by a Life of Xenophon, Macmillan and Company, London.
  • Downton, J.V. (1973), Rebel Leadership: Commitment and Charisma in the Revolutionary Process, Free Press, New York.
  • Einstein, W. O. (1995), The Challenge of Leadership: A Diagnostic Model of Transformational Leadership, The Journal of Applied Management and Entrepreneurship 1: 120-133.
  • Einstein, W.O., and Humphreys, J.H. (2001), Transforming Leadership: Matching Diagnostics to Leader Behaviors, The Journal of Leadership Studies 8: 48-60.
  • Ehrhart, M.G., and Klein, K. J. (2001), Predicting Followers’ Preferences for Charismatic Leadership: The Influence of Follower Values and Personality, Leadership Quarterly 12: 153-179.
  • Encylcopedia.com. Retrieved October 29, 2001 from http://www.utm.edu/research/iep/x/xenophon.htm.
  • Hart, B.H.L. (1972), Why Don’t we Learn from History? George Allen and Unwin Ltd, London.
  • Hater, J.J., and Bass, B.M. (1988), Superiors’ Evaluations and Subordinates’ Perceptions of Transformational and Transactional Leadership, Journal of Applied Psychology 73: 695-702.
  • 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 78: 891-902.
  • Howland, J. (2000), Xenophon’s Philosophic Odyssey: On the Anabasis and Plato’s Republic, The American Political Science Review 94: 875-889.
  • Humphreys, J.H. (in press), Transformational Leader Behavior, Proximity, and Successful Services Marketing, Journal of Services Marketing .
  • Humphreys, J.H. (2001), Transformational Leadership and Support for e-Commerce: The Moderating Effects of Leader Lractical Intelligence, Journal of e-Commerce and Psychology 2: 38-69.
  • Humphreys, J.H., and Einstein, W.O. (in press), Nothing New Under the Sun: Transformational Leadership from a Historical Perspective, Management Decision.
  • Hunt, J.G. (1999), Transformational/Charismatic Leadership’s Transformation of the Field: An Historical Essay, Leadership Quarterly 10: 129-144.
  • Lawrence, B.S. (1984), Historical Perspective: Using the Past to Study the Present, Academy of Management Review 9: 307-311.
  • Lowe, K.B., Kroeck, K.G., and Sivasubramaniam, N. (1996), Effectiveness Correlates of Transformational and Transactional Leadership: A Meta-analytic Review of the MLQ Literature, Leadership Quarterly 7: 385-425.
  • Podsakoff, P.M., MacKenzie, S.B., Moorman, R.H., and Fetter, R. (1990), Transformational Leader Behaviors and Their Effect on Followers’ Trust in Leader, Satisfaction, and Organizational Citizenship Behaviors, Leadership Quarterly 1: 107-142.
  • Quintilian (1954), Institutio Oratorio of Quintillian, 4, trans. H.E, Harvard University Press, Cambridge, MA.
  • Rouse, W.H.D. (1947), The March up Country: A Translation of Xenophon’s Anabasis into Plain English, T. Nelson, London.
  • Takala, T. (1998), Plato on Leadership, Journal of Business Ethics 17: 785-798.
  • The Ancient History Sourcebook: Xenophon: Anabasis, or March Up Country.
  • Retrieved September 30, 2001 from http://www.fordham.edu/halsall/ancient/xenophon-anabasis.html
  • Waldman, D.A., Bass, B.M., and Einstein, W.O. (1987), Leadership and Outcomes of Performance Appraisal, Journal of Occupational Psychology 60: 177-186.
  • Waldman, D.A., Bass, B.M., and Yammarino, F.J. (1990), Adding to Contingent Reward Behavior: The Augmenting Effect of Charismatic Leadership, Group and Organization Studies 15: 381-394.
  • Waldman, D.A., Ramirez, G.G., House, R.J., and Puranam, P. (2001), Does Leadership Matter?: CEO Leadership Attributes and Profitability under Conditions of Perceived Environmental Uncertainty, Academy of Management Journal 44: 134-143.
  • Wofford, J.C., Whittington, J.L, and Goodwin, V.L. (2001), Follower Motive Patterns as Situational Moderators for Transformational Leadership Effectiveness, Journal of Managerial Issues 13: 196-211.
  • Wren, D.A. (1994), The Evolution of Management Thought, John Wiley & Sons, Inc., New York.
  • Yammarino, F.J., Spangler, W.D., and Bass, B.M. (1993), Transformational Leadership and Performance: A Longitudinal Investigation, Leadership Quarterly 4: 81-102.

Abstract Views: 334

PDF Views: 1




  • The Anabasis and Lessons in Leadership

Abstract Views: 334  |  PDF Views: 1

Authors

John H Humphreys
College of Business Eastern New Mexico University Station 49 Portales, NM 88130

Abstract


Although transformational leader theory is a relatively recent construct, the factors commonly associated with transforming leadership have undoubtedly been exhibited since human beings first began to assemble themselves into groups. The literature provides powerful empirical support for the notion that transformational leaders create heightened follower performance, satisfaction, and commitment, particularly during times of turbulence. Transformational leaders achieve this by way of charisma (idealized influence), inspirational motivation, individual consideration, and intellectual stimulation. While these concepts are certainly found in the writings of earlier management theorists, leaders who have displayed these characteristics and behaviors can also be found in ancient history. One such example was the ancient Athenian Xenophon, who played a leading role in the return of the Greeks from Persia around 400 B.C. His account of this olden military campaign, recorded in the Anabasis, describes what many might consider a prototype of a truly transformational leader.

Keywords


Transformational, Leadership, Management

References