Organizational Laundering: A Case Study of Pseudo-Transformational Leadership

Hughes & Harris Leadership article

The literature on positive effective leadership is
abundant, but little exists on the negative styles of
leadership. The current research seeks to build upon
the literature. The article is an exploratory case study
investigating how leadership is perceived in a midsize
organization, and the observed organizational
changes made by the perceived leadership style.
Through a mixed method approach, the research
utilized adopted leadership vignettes, structured
open-ended questionnaires, and the literature of
pseudo-transformational leadership. Introduced

Introduced is the term “organizational laundering,” which
results from employing a pseudo-transformational
leadership style to attempt to be innovative and make
organizational change. Examined in this research
is the linkage the between pseudo-transformational
leadership and organizational change. Lastly, the
study identified organizational symptoms that
are present within the pseudo-transformational
leadership change process. Further research is
recommended over various organizations to expand
and validate the organizational symptoms.