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The People, Process and Goal Model versus the Sand Cone Model of Transformational Leadership: Critical Evaluation

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  • Thanh Ha-Vikström

    (University of Vaasa, Finland)

Abstract

The aim of this paper is to compare and (self-)critically evaluate two leadership behaviour models that are based on the findings of the authors’ previous studies. These are the Sand Cone model of transformational leadership and the People, Process and Goal model. The results expose the importance of leadership behaviour in both models. The elements incorporated in the Sand Cone model conceptualize and specify the effectiveness of transformational leadership behaviour, while different factors integrated into the People, Process and Goal model indicate the patterns of leaders’ focus areas in real-life experiences. This paper contributes to the clarification of the values of these models and to the justification of prioritizing one model over the other. Both models can help leaders improve their skills and find the desired balance for their own organisational success. These empirical studies open an avenue for further research on leadership behaviour models in different types of organisations.

Suggested Citation

  • Thanh Ha-Vikström, 2018. "The People, Process and Goal Model versus the Sand Cone Model of Transformational Leadership: Critical Evaluation," Management, University of Primorska, Faculty of Management Koper, vol. 13(1), pages 71-90.
    • Handle: RePEc:mgt:youmng:v:13:y:2018:i:1:p:71-90
    DOI: 10.26493/1854-4231.13.71-90
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    References listed on IDEAS

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    4. Allan P. O. Williams, 2006. "Leadership in Change," Palgrave Macmillan Books, in: The Rise of Cass Business School, chapter 15, pages 200-220, Palgrave Macmillan.
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