Addendum: Social Processes of Transformational and Charismatic Leadership – Progress and Future Research into this Important Challenge

The aim of the original chapter was to validate the use of grounded theory research to study transformational and charismatic leadership as social processes. The chapter has achieved only some of its aims over the last decade.

There has been continued and expanded use of the grounded theory method within leadership research. Grounded theory leadership research has increased threefold since 2002, by comparison with the previous ten years (Google scholar, 2012). By comparison, “leadership” research, the control group if you will, has increased only twofold over the same time-period. Thus, it appears that the use of the grounded theory method in leadership research has increased, but the increase is only slight. To be fair, most of the publications since 2002 are Ph.D. theses, while some are books, and much of the research is in healthcare and education. This means that people are researching leadership using the grounded theory method. This is good news as far as I am concerned. However, they are not yet publishing this work in refereed journals. Certainly, not much of it is in business and management publications.