Jerome Frank: A Case Study in Transformational Leadership
This paper should interest those in leadership positions, or those responsible for staffing such positions, at what I refer to as “complex, high-performance” organizations, e.g., federal agencies or large law firms. This paper should also interest anyone who studies New Deal history. This paper briefly overviews a popular construct of leadership known as “transformational leadership,” which is a distinctly charismatic and considerate (and effective) approach to leadership, and uses as a historical case study Jerome Frank, who was General Counsel to the Agricultural Adjustment Administration (the “AAA”) during the early years of the New Deal.
New Deal agencies such as the AAA, operating within the context of the Great Depression, were in great need of transformational leaders. Jerome Frank exhibited high levels of several psychological traits indicative of transformational leadership potential, making him a good hire for General Counsel. As could then be predicted, Frank demonstrated high levels of transformational leadership throughout his career, and, consequently, was considered a highly effective leader. Complex, high-performance organizations, similar to the AAA and other early New Deal agencies, should aim to staff leadership positions with transformational leaders, like Jerome Frank, especially during trying times.
This paper should interest those in leadership positions, or those responsible for staffing such positions, at what I refer to as “complex, high-performance” organizations, e.g., federal agencies or large law firms. This paper should also interest anyone who studies New Deal history. This paper briefly overviews a popular construct of leadership known as “transformational leadership,” which is a distinctly charismatic and considerate (and effective) approach to leadership, and uses as a historical case study Jerome Frank, who was General Counsel to the Agricultural Adjustment Administration (the “AAA”) during the early years of the New Deal.
New Deal agencies such as the AAA, operating within the context of the Great Depression, were in great need of transformational leaders. Jerome Frank exhibited high levels of several psychological traits indicative of transformational leadership potential, making him a good hire for General Counsel. As could then be predicted, Frank demonstrated high levels of transformational leadership throughout his career, and, consequently, was considered a highly effective leader. Complex, high-performance organizations, similar to the AAA and other early New Deal agencies, should aim to staff leadership positions with transformational leaders, like Jerome Frank, especially during trying times.
This paper should interest those in leadership positions, or those responsible for staffing such positions, at what I refer to as “complex, high-performance” organizations, e.g., federal agencies or large law firms. This paper should also interest anyone who studies New Deal history. This paper briefly overviews a popular construct of leadership known as “transformational leadership,” which is a distinctly charismatic and considerate (and effective) approach to leadership, and uses as a historical case study Jerome Frank, who was General Counsel to the Agricultural Adjustment Administration (the “AAA”) during the early years of the New Deal.
New Deal agencies such as the AAA, operating within the context of the Great Depression, were in great need of transformational leaders. Jerome Frank exhibited high levels of several psychological traits indicative of transformational leadership potential, making him a good hire for General Counsel. As could then be predicted, Frank demonstrated high levels of transformational leadership throughout his career, and, consequently, was considered a highly effective leader. Complex, high-performance organizations, similar to the AAA and other early New Deal agencies, should aim to staff leadership positions with transformational leaders, like Jerome Frank, especially during trying times.