Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research:
TL;DR: In this paper, a meta-analytic study showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings.
Abstract: Although transformational leadership has been studied extensively, the magnitude of the relationship between transformational leadership and follower performance across criterion types and levels of analysis remains unclear. Based on 117 independent samples over 113 primary studies, the current meta-analytic study showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings. In addition, transformational leadership was positively related to performance at the team and organization levels. Moreover, both meta-analytic regression and relative importance analyses consistently showed that transformational leadership had an augmentation effect over transactional leadership (contingent reward) in predicting individual-level contextual performance and team-level performance. Contrary to our expectation, however, no augmentation effect of t...
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01 May 1997
TL;DR: Coaching & Communicating for Performance Coaching and communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities as mentioned in this paper.
Abstract: Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.
4,935 citations
Journal Article•
1,324 citations
TL;DR: In this article, a meta-analysis integrates different conceptualizations of destructive leadership and analyzes the relationship between destructive leaders and outcome variables, finding that negative correlations with positive followers' outcomes and behaviors and positive correlations with negative outcomes (e.g., attitudes towards the leader, well-being, and individual performance).
Abstract: While the focus on constructive leadership still dominates leadership research, an increasing number of studies investigate different forms of destructive leadership. This meta-analysis integrates different conceptualizations of destructive leadership and analyzes the relationship between destructive leadership and outcome variables. The search for articles yielded more than 200 studies of which 57 could be included in the meta-analysis. Results indicate the expected negative correlations with positive followers' outcomes and behaviors (e.g., attitudes towards the leader, well-being, and individual performance) and positive correlations with negative outcomes (e.g., turnover intention, resistance towards the leader, counterproductive work behavior). As expected, the highest correlation arises between destructive leadership and attitudes towards the leader. Surprisingly, the next highest correlation was found between destructive leadership and counterproductive work behavior. After discussing the results, an agenda for future research is proposed. Given the negative impact of destructive leadership, more knowledge is especially necessary regarding what triggers destructive leadership.
789 citations
TL;DR: The authors compared three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with transformational leadership in their associations with a wide range of organizationally relevant measures.
689 citations
Cites background or result from "Transformational Leadership and Per..."
...With respect to OCBs, the meta-analysis of Wang et al. (2011) reported an association between transformational leadership and this outcome (ρ = .30)....
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...For example, in their meta-analyses, Wang et al. (2011) and Fuller, Patterson, Hester, and Stringer (1996) found overall effect sizes (ρs) between transformational leadership and job performance of .25 and .45, respectively....
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...Furthermore, in the summary of meta-analyses in this area, Wang et al. (2011) showed results across 25 different meta-analytically derived relationships including transformational leadership, suggesting that most meta-analyses have included relatively few outcomes, that the average number of…...
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TL;DR: A comprehensive review of a large number of empirical studies exploring leadership and workplace creativity and innovation is presented in this paper, where the main effects of leadership on creativity and creativity and the variables assumed to moderate these effects are discussed.
Abstract: Leadership is a key predictor of employee, team, and organizational creativity and innovation. Research in this area holds great promise for the development of intriguing theory and impactful policy implications, but only if empirical studies are conducted rigorously. In the current paper, we report a comprehensive review of a large number of empirical studies (N = 195) exploring leadership and workplace creativity and innovation. Using this article cache, we conducted a number of systematic analyses and built narrative arguments documenting observed trends in five areas. First, we review and offer improved definitions of creativity and innovation. Second, we conduct a systematic review of the main effects of leadership upon creativity and innovation and the variables assumed to moderate these effects. Third, we conduct a systematic review of mediating variables. Fourth, we examine whether the study designs commonly employed are suitable to estimate the causal models central to the field. Fifth, we conduct a critical review of the creativity and innovation measures used, noting that most are sub-optimal. Within these sections, we present a number of taxonomies that organize extant research, highlight understudied areas, and serve as a guide for future variable selection. We conclude by highlighting key suggestions for future research that we hope will reorient the field and improve the rigour of future research such that we can build more reliable and useful theories and policy recommendations.
477 citations
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TL;DR: The extent to which method biases influence behavioral research results is examined, potential sources of method biases are identified, the cognitive processes through which method bias influence responses to measures are discussed, the many different procedural and statistical techniques that can be used to control method biases is evaluated, and recommendations for how to select appropriate procedural and Statistical remedies are provided.
Abstract: Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
52,531 citations
TL;DR: The four articles in this special section onMeta-analysis illustrate some of the complexities entailed in meta-analysis methods and contributes both to advancing this methodology and to the increasing complexities that can befuddle researchers.
Abstract: During the past 30 years, meta-analysis has been an indispensable tool for revealing the hidden meaning of our research literatures. The four articles in this special section on meta-analysis illus...
20,272 citations
Book•
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15 Jan 1964
TL;DR: In this paper, the authors integrate the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance, including motivation, goal incentive, and attitude.
Abstract: Why do people choose the careers they do? What factors cause people to be satisfied with their work? No single work did more to make concepts like motive, goal incentive, and attitude part of the workplace vocabulary. This landmark work, originally published in 1964, integrates the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance. Includes an extensive new introduction that highlights and updates his model for current organization behavior educators and students, as well as professionals who must extract the highest levels of productivity from today's downsized workforces.
11,986 citations
"Transformational Leadership and Per..." refers background in this paper
...Thus, the task performance of followers is expected to be higher when they work with transactional leaders because of the motivational effects of performance goals (Locke & Latham, 1990) and because of the clear link between performance and rewards (Vroom, 1964)....
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Book•
01 May 1985TL;DR: In this paper, the authors review the book "Leadership and performance beyond expectation" by Bernard M. Bass, and present a review of the book and the book's methodology.
Abstract: The article reviews the book "Leadership and Performance Beyond Expectations," by Bernard M. Bass.
10,383 citations
TL;DR: In this article, the authors investigated the relation of the Big Five personality dimensions (extraversion, emotional stability, Agreeableness, Conscientiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled).
Abstract: This study investigated the relation of the “Big Five” personality dimensions (Extraversion, Emotional Stability, Agreeableness, Conscientiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled). Results indicated that one dimension of personality, Conscientiousness, showed consistent relations with all job performance criteria for all occupational groups. For the remaining personality dimensions, the estimated true score correlations varied by occupational group and criterion type. Extraversion was a valid predictor for two occupations involving social interaction, managers and sales (across criterion types). Also, both Openness to Experience and Extraversion were valid predictors of the training proficiency criterion (across occupations). Other personality dimensions were also found to be valid predictors for some occupations and some criterion types, but the magnitude of the estimated true score correlations was small (ρ < .10). Overall, the results illustrate the benefits of using the 5-factor model of personality to accumulate and communicate empirical findings. The findings have numerous implications for research and practice in personnel psychology, especially in the subfields of personnel selection, training and development, and performance appraisal.
8,018 citations
"Transformational Leadership and Per..." refers methods in this paper
...Specifically, .92 (Barrick & Mount, 1991) was used to correct for measurement error in individual-level objective performance measures and .82 (Combs, Liu, Hall, & Ketchen, 2006) was used to correct for measurement error in team and organizational levels of performance measures; even when the…...
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