This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.

http://m.timothy-judge.com/TA-TF%20Paper--JAP%20published.pdf

Transformational and transactional leadership: a meta-analytic test of their relative validity.

A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.

/pdf/transformational-transactional-and-laissez-faire-leadership-53y0fipjmn.pdf

Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men

Fairness Perceptions and Trust as Mediators for Transformational and Transactional Leadership: A Two-Sample Study

Previous cross-cultural research on transformational leadership has focused mainly on replicating the augmentation effects of transformational leadership over transactional leadership on followers' attitudes and behaviours Relatively few studies have systematically examined cultural impacts in moderating the influence of transformational leadership on work-related outcomes taking a cross-cultural perspective Using a field survey of 577 employees from banking and financial sectors in three emerging economies, namely: China, India and Kenya, we examined the moderating effect of collectivism on the relationships between transformational leadership, work-related attitudes and perceptions of withdrawal behaviours Our results found support for the moderating effect of collectivism on the relationship between transformational leadership and work-related outcomes, such as facets of job satisfaction, organizational commitment and perceptions of organizational withdrawal behaviours In addition, our results lend

Building effective organizations: transformational leadership, collectivist orientation, work-related attitudes and withdrawal behaviours in three emerging economies

This study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self-efficacy (LSE) is defined, and a measure comprising three dimensions (direction-setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by direct reports as engaging in more leadership attempts. Relationships are also proposed between LSE and several factors that are expected to influence this confidence judgment. Managers' organizational commitment and crisis perceptions are modelled as potential moderators of the relationship between LSE and leadership attempts.

The model was tested through surveys distributed to managers (n = 150) and their direct reports (n = 415) in a real estate management company and an industrial chemicals firm. Positive relationships (p < 0.05) were found between the first two dimensions of LSE and managers' leadership attempts. An interaction effect involving organizational commitment was discovered for the LSE/overcoming obstacles dimension (p < 0.05). Several positive relationships were found between LSE dimensions and proposed antecedents, including self-esteem (p < 0.05), subordinates' performance abilities (p < 0.05), and managers' job autonomy (p < 0.05). Copyright © 2002 John Wiley & Sons, Ltd.

https://www.jstor.org/stable/pdfplus/4093732.pdf

Leadership self‐efficacy and managers' motivation for leading change

Although systematic research into the topic of leadership is a product of the 
twentieth century, interest in identifying the properties that make leaders effective 
is almost as old as recorded history. Indeed, Bass and Stogdill (Bass, 1990) noted 
that discussions relating to leadership and leadership effectiveness can be found 
in the Greek and Latin Classics, the Old and New Testaments of the Bible, the 
writings of ancient Chinese philosophers, and in early Icelandic sagas. Part of 
the fascination with the topic of leadership undoubtedly relates to our desire to 
understand why it is that some men or women are more effective than others at 
leading groups, organizations, and/or societies. However, another more practical 
reason for the interest in leadership may be our desire to improve our ability or 
that of others to become more effective leaders in organizations.

Roberr J. House

Papers

Leadership Effectiveness: Past Perspectives and Future Directions for Research