A model of pseudo-transformational leadership was tested in 4 experiments. Pseudo-transformational leadership is defined by self-serving, yet highly inspirational leadership behaviors, unwillingness to encourage independent thought in subordinates, and little caring for one's subordinates more generally. Study 1 (N = 167) used vignettes to differentiate among transformational, pseudo-transformational, and laissez-faire leadership styles. Study 2 (N = 179) replicated this model using ratings of characters in the film 12 Angry Men (Fonda, Rose, & Lumet, 1957). Study 3 (N = 120) tested the model, controlling for participant perceptions of leader affect and prototypical leadership behaviors. Study 4 (N = 127) extended the ecological validity of the model and range of outcomes. Across the studies, support was obtained for the model.