Rank and status--the importance and worth of one's position in an organi-
zation--can be by self-authorization, by election, or by appointment. How
do rank and status, the worth of one's position in an organization, affect
the tendency and need to be more transformational? This question will be
addressed first by briefly looking at the issue of appointment to a leadership
post by higher authority. Next examined will be how rank and the level of
one's position in an organization affect the tendency to be transformational
or transactional.

Elected and appointed leaders derive their legitimacy from different sources;
elected leaders, from the members of their group or organization, and ap-
pointed leaders, from higher authority. No data is available on whether
appointment or election make a difference, but it is likely that elected leaders
may be more transformational, appointed leaders may be more transactional.
To remain in office, elected leaders must retain their power as persons in
the eyes of their constituents. If higher authority appoints the leaders, it
provides recognition, authority, and specific responsibilities. This will make
it easier for the leaders to practice contingent rewarding and management-
by-exception ( Bass, 1960).

Self-authorized, emergent leaders may arise also as a consequence of the
personalities and characteristics of themselves and their followers but that
is a matter of individual differences discussed in chapter 9. As already dis-

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