The effects of Machiavellianism, self disclosure and feed back to differentiate the perceived pseudo and authentic transformational leadership behaviours of the managers

Leadership is one of the most important concepts in business administration. In this study, Transformational Leadership and Authentic Leadership theories are discussed together. Pseudo Transformational Leadership and Authentic Transformational Leadership styles are derived from these two theories. The main issue of this research is to find the tools in order to differentiate the Pseudo and Authentic Transformational Leadership styles. The sample used in the analysis (N=396) was taken from managers and staff of these managers in public organizations and schools which are in transformation period. The results of the study indicate that Machiavellianism degrees, Self-Disclosure and Feed Back levels of these managers can be used in order to forecast their Pseudo and Authentic Transformational Leadership behaviours. Although these two leadership behaviours are both included under Transformational Leadership, it can be said that Pseudo Transformational Leaders have lower Individualized Consideration and Idealized Influence than the Authentic Transformational Leaders do. Relationships between Machiavellianism, Self Disclosure and Feed Back (dimensions of Johari Window Model), Transformational Leadership, Authentic Leadership, Transactional Leadership and components of these leadership theories are also discussed in this study. This is the first study exploring the Pseudo and Authentic Transformational Leadership and researching the forecasting methods to differentiate the leadership styles. Thus, it is essential for the Turkish literature in organizational behaviour. Key Words: Transformational Leadership, Authentic Leadership, Machiavellianism, Self Disclosure, Feed Back