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  • Edition: 1st
  • Format: Paperback
  • Copyright: 2009-01-01
  • Publisher: HarperCollins Publications
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Supplemental Materials

What is included with this book?


Transformational leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality. Leadership is Pulitzer Prize-winner James M. Burns's pioneering study of leadership, first published in 1978 and still considered the seminal work in the field of leadership studies. In it Burns introduced the influential theory of "transformational leadership," which states that the best leaders are those who inspire others to come together toward the achievement of higher aims, a theory that has been the basis of more than 400 doctoral dissertations

Author Biography

James Macgregor Burns received his doctorate in political science from Harvard. In 1971, Burns won the Pulitzer Prize and the National Book Award for his biography Roosevelt: Soldier of Freedom. A past president of the American Political Science Association, Burns is a member of the American Academy of Arts and Sciences and serves as Distinguished Leadership Scholar at the Academy of Leadership that bears his name at the School of Public Policy at the University of Maryland.

Table of Contents

Prologue: The Crisis of Leadershipp. 1
Leadership: Power and Purpose
The Power of Leadershipp. 9
The Two Essentials of Powerp. 12
Leadership and Followershipp. 18
What Leadership Is Not: Closing the Intellectual Gapp. 23
The Structure of Moral Leadershipp. 29
The Power and Sources of Valuesp. 30
Conflict and Consciousnessp. 36
The Elevating Power of Leadershipp. 41
Origins of Leadership
The Psychological Matrix of Leadershipp. 49
The Cocoon of Personalityp. 53
The Wellsprings of Wantp. 61
The Transmutation of Needp. 68
The Hierarchies of Need and Valuep. 72
The Social Sources of Leadershipp. 81
The Family as Imperiump. 82
Political Schoolingp. 85
Self-esteem, Social Role, and Empathyp. 94
The Crucibles of Political Leadershipp. 105
The Spur of Ambitionp. 106
The Need for Gratificationp. 112
Openings and Closures: The Structure of Political Opportunityp. 119
The Creation of Followersp. 129
Transforming Leadership
Intellectual Leadership; Ideas as Moral Powerp. 141
Intellectuals at the Tension Pointsp. 143
Liberty and Powerp. 148
Intellectuals and the Nature of Libertyp. 157
The Intellectual Test of Transforming Powerp. 163
Reform Leadershipp. 169
Great Britain: The Insistent Particularistsp. 172
Russia: Reform from Abovep. 181
Reform in America: Dilemmas of Transforming Leadershipp. 190
Revolutionary Leadershipp. 201
France: The Maelstrom of Leadershipp. 205
Russia: The Vocation of Leadershipp. 215
China: The Cult of Leadershipp. 228
Heroes and Ideologuesp. 241
Heroic Leadershipp. 243
Ideological Leadershipp. 248
Leadership as Transformationp. 252
Transactional Leadership
Opinion Leadership: The Missing Piece of the Puzzlep. 257
Arousal: The Mobilization of Political Opinionp. 259
Aggregation: The Alignment of Opinionp. 265
Voting: The Conversion of Opinionp. 274
Group Leadership: Bargainers and Bureaucratsp. 287
The Leadership of Small Groupsp. 289
Bureaucracy Versus Leadershipp. 295
Leadership in Political Interest Groupsp. 302
Party Leadershipp. 308
Parties: Conflict and Leadershipp. 311
Party Leaders and Government Leadersp. 315
One-Party Leadershipp. 329
Party Leadership: Power and Changep. 337
Legislative Leadership: The Price of Consensusp. 344
The Legislator as Leaderp. 346
Group Leadership and Legislative Structurep. 355
Central Legislative Leadershipp. 363
Executive Leadershipp. 369
The Political Executive: Power and Purposep. 371
The Executive Leader as Decision Makerp. 378
The American President as Executive Leaderp. 385
Implications: Theory and Practice
Decision and Changep. 401
The Leader as Policy Makerp. 404
Decision and Dissentp. 407
The Test: Real, Intended Changep. 413
Toward a General Theoryp. 422
Leadership and Collective Purposep. 425
Leadership as Causationp. 433
Leadership and Changep. 439
Political Leadership as Practical Influencep. 444
Teaching Leadership or Manipulation?p. 446
The Armament of Leadershipp. 451
Leadership: Of Whom? To What?p. 457
Acknowledgmentsp. 465
Sourcesp. 467
Indexp. 509
Table of Contents provided by Ingram. All Rights Reserved.

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