Accounting for Anomalies in Transformational Leadership: A Configurational and Asymmetric Perspective

This study applies fuzzy-set Qualitative Comparative Analysis (fsQCA) to examine the configurational conditions leading to constructive team performance outcomes (POS) and negative or destructive leadership outcomes (NEG) within organizational teams. Drawing on Transformational Leadership theory (TL theory), six causal conditions are examined: Idealized Influence (II), Inspirational Motivation (IM), Intellectual Stimulation (IS), Individualized Consideration (IC), Organizational Support (OS), and Follower Readiness (FR). A sample of 24 organizational teams across multiple industries was calibrated using the direct logistic calibration method with theoretically anchored thresholds. Necessity analysis confirmed that all six conditions approach quasi-necessity for positive outcomes, while the absence of organizational support (∼OS) and individualized consideration (∼IC) emerge as the most consistent precursors to destructive outcomes. Boolean minimization yielded multiple equifinal pathways for both outcome polarities, demonstrating that no single configuration monopolizes constructive or destructive leadership effects. A key asymmetric finding is that destructive outcomes arise primarily through deficiencies in contextual support conditions, particularly organisational support and follower readiness, with destructive leader behaviours representing only one component of a broader configurational process. These results extend configurational theory, Padilla et al.’s (2007) toxic triangle framework, and perceived organizational support theory to transformational leadership research, with implications for leadership development and organizational prevention strategies.