The Leadership of Pragmatism:
Reconsidering Franklin in the Age of Charisma

Original publication by Michael D. Mumford and Judy R. Van Doorn in The Leadership Quarterly
Synopsis by Barbara Ascher, Leadership Review Editor

Widely accepted contemporary theories of leadership explain outstanding leadership on the basis of the charisma of the leader, the transactions and inducements engendered by the situational context, or the efforts on the part of the leader to transform and ennoble the followers. The central tenets of these theories have been well researched and documented.

Mumford and Van Doorn present an excellent review of these leadership models. Yet, in contrast to these mainstream theories that the authors deem "romantic", they articulate a more functional or rational approach. This pragmatic theory of leadership focuses "on the problem and the need for solution rather than identity and personal meaning." Pragmatic leadership produces practical solutions to societal concerns.

The authors present ten case studies to illustrate this alternative style of exceptional leadership. The case studies were drawn from documents describing leadership acts of Benjamin Franklin between 1726 and 1757 in Philadelphia.

The ten cases address a cross section of situations and contexts, specifically Franklin's leadership in the development of subscription libraries, formation of the police force, founding the volunteer fire department, introduction of paper currency, improved technology of paving and lighting, the need for a public hospital, negotiation of Indian treaties, promotion of a non-denominational university curriculum, establishment of a militia, and the Albany Plan for Union of the colonies.

This last was a dismal failure and demonstrates that a specific leader or leadership approach is not effective in all situations. This might be expressed as the boundary conditions under which specific leadership theories are applicable. Because the members of the assembly formed factions to steer the course toward their own interests rather than simply trying to solve a problem for the common interest, the initiative failed.

Mumford and Van Doorn present an intricate table describing that "differences in the expected behavior of pragmatic leaders [vis-à-vis charismatic, transactional, or transformational leaders] are evident with respect to a variety of dimensions linked to outstanding leadership including interaction style, influence, follower motivation, and applicable boundary conditions."

The core characteristics of pragmatic leadership include

• Exercising influence through society's elites
• Appeals to common interests and values
• Effective communication
• Demonstration projects
• Entrepreneurship incorporating technical and social innovation

Mumford and Van Doorn offer the theory of pragmatic leadership as an alternative to charismatic leadership when the common interests of the parties allow innovation for the common good, rather than through an individual's vision and persuasion.