Bruce J. Avolio

Bio: Bruce J. Avolio is an academic researcher from University of Washington. The author has contributed to research in topics: Transformational leadership & Leadership style. The author has an hindex of 105, co-authored 220 publications receiving 69603 citations. Previous affiliations of Bruce J. Avolio include College of Business Administration & Binghamton University.

Authentic leadership development: Getting to the root of positive forms of leadership

Abstract: This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.

Improving Organizational Effectiveness through Transformational Leadership

Abstract: Introduction - Bernard M Bass and Bruce J Avolio Transforming Leadership - Karl W Kuhnert Developing People Through Delegation Indirect Leadership - Francis J Yammarino Transformational Leadership at a Distance Transformational Leadership in Teams - David C Atwater and Bernard M Bass Transformational Leadership in Multifunctional Teams - David A Waldman Transformational Leadership and Team and Organizational Decision Making - Bernard M Bass The Alliance of Total Quality and the Full Range of Leadership - Bruce J Avolio Organizational Transformation - Leanne E Atwater and David C Atwater Strategies for Change and Improvement Corporate Reorganization and Transformations in Human Resource Management - K Galen Kroeck Conclusions and Implications - Bruce J Avolio and Bernard M Bass

Positive psychological capital: measurement and relationship with performance and satisfaction

Abstract: Two studies were conducted to analyze how hope, resilience, optimism, and efficacy individually and as a composite higher-order factor predicted work performance and satisfaction. Results from Study 1 provided psychometric support for a new survey measure designed to assess each of these 4 facets, as well as a composite factor. Study 2 results indicated a significant positive relationship regarding the composite of these 4 facets with performance and satisfaction. Results from Study 2 also indicated that the composite factor may be a better predictor of performance and satisfaction than the 4 individual facets. Limitations and practical implications conclude the article.

Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership

Abstract: A total of 3786 respondents in 14 independent samples, ranging in size from 45 to 549 in US and foreign firms and agencies, completed the latest version of the Multifactor Leadership Questionnaire (MLQ Form 5X), each describing their respective leader Based on prior literature, nine models representing different factor structures were compared to determine the best fit for the MLQ survey The models were tested in an original set of nine samples, and then in a second replication set comprised of five samples Results indicated the factor structure for the MLQ survey was best represented by six lower order factors and three correlated higher-order factors

Predicting unit performance by assessing transformational and transactional leadership

Abstract: How do leadership ratings collected from units operating under stable conditions predict subsequent performance of those units operating under high stress and uncertainty? To examine this question, the authors calculated the predictive relationships for the transformational and transactional leadership of 72 light infantry rifle platoon leaders for ratings of unit potency, cohesion, and performance for U.S. Army platoons participating in combat simulation exercises. Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance. The relationship of platoon leadership to performance was partially mediated through the unit's level of potency and cohesion. Implications, limitations, and future directions for leadership research are discussed.

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

Abstract: Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index