Ship of Fools: How Poorly Performing Transformational Leaders Steer Clear of Mutiny

Abstract: Scholars have long argued that leader behaviors can be broadly categorized into two overarching styles: transformational or transactional. Although research has identified benefits of both, the prevailing consensus is that transformational leadership is more effective than transactional leadership. We argue that this skewed perspective of transformational leadership as superior is problematic as it assumes that transformational leaders are competent. This assumption may cause followers to overlook lapses in judgement and performance on the part of transformational leaders, which in turn inhibits adaptive team responses. We propose that the poor performance of incompetent transactional leaders triggers adaptive team conflict and, in turn, mutiny—defined as active and passive acts of collective aggression directed at the team’s formal leader. Conversely, the poor performance of incompetent transformational leaders fails to trigger adaptive conflict and mutiny due to affective and cognitive factors associated with this leadership style. An experimental study supports our theorizing.

Keywords: Transformational Leadership, Conflict, Mutiny, Voice