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Showing papers on "Transactional leadership published in 1989"


Journal ArticleDOI
TL;DR: This paper reviewed and evaluated major theories of leadership and summarized findings from empirical research on leadership and presented an integrating conceptual framework to show how the different theories and lines of research fit together to improve managerial practice.

1,602 citations


Book
01 Apr 1989
TL;DR: Leadership, power, and symbols in educational administration as mentioned in this paper have been identified as a critical practice of leadership in the educational administration and the possibility of educational reform has also been discussed.
Abstract: Leadership, power, and symbols in educational administration / Peter Watkins Toward a critical practice of leadership / William Foster "New" leadership and the possibility of educational reform / Lawrence Angus Educational leadership, a feministcritique and reconstruction / Jill Blackmore Leadership and the rationalization of society / Richard Bates Educational leadership as reflective action / John Codd A "pedagogical" and "educative" view of leadership / John Smyth In defence of organizational democracy / Fazal Rizvi.

228 citations


Journal ArticleDOI
TL;DR: In this paper, five leadership scales were embedded in each questionnaire, and the items constituting these scales measured two outcomes-satisfaction with the leader and effectiveness of the leader.
Abstract: Eighty-seven respondents completed either a graphic rating or a forced ranking questionnaire describing their immediate superior. Five leadership scales were embedded in each questionnaire. Three represented transformational leadership constructs (charismatic leadership, individualized consideration, and intellectual stimulation); two reflected transactional leadership constructs (contingent reward and management-by-exception). Appended to each questionnaire were five additional scales. The items constituting these scales measured two outcomes-satisfaction with the leader and effectiveness of the leader. The remaining scales measured each participant's leadership prototype, the participant's tendency to be lenient in his/her ratings, and a general measure of satisfaction. As expected, the intercorrelations among the factor scores representing the transformational and transactional leadership constructs were reduced substantially by using the forced rankings as compared with the graphic ratings. Also, the ...

210 citations


Journal ArticleDOI
TL;DR: In this paper, the authors identify other theories of human behavior that can be transferred to the study of the field of entrepreneurship, such as the contingency and transactional models of leadership.
Abstract: Entrepreneurship can be advanced by identifying other theories of human behavior that can be transferred to the study of the field. Research paradigms such as the contingency and transactional models of leadership hold great promise. Entrepreneurial behaviors are complexly determined and require research models that reflect the richness of the processes exhibited. A social psychological approach to the field has not yet matured. Future research using more sophisticated behavioral models will have significant impact on the understanding of the development of entrepreneurial behaviors.

207 citations


Journal ArticleDOI
TL;DR: In the 21st century, we are going to need a new generation of leaders, leaders, not managers, and the distinction is an important one as discussed by the authors, and the key to making the right choices will come from understanding and embodying the leadership qualities necessary to succeed in the volatile and mercurial global economy.
Abstract: Given the nature of change and the transnational challenges facing American business leadership, the key to making the right choices will come from understanding and embodying the leadership qualities necessary to succeed in the volatile and mercurial global economy. To survive in the 21st century, we are going to need a new generation of leaders – leaders, not managers, and the distinction is an important one.

156 citations


Journal ArticleDOI
TL;DR: It is suggested that EE indexes a transactional process so that the quality of both parents' and patients' transactional behaviors may predict subsequent patient functioning.
Abstract: This article examines the extent to which expressed emotion (EE) indexes not only relatives' behavior toward schizophrenic patients but also patients' behavior toward their relatives. The coping styles (CS) of schizophrenic patients were assessed during interactions with their parents and were compared with parental EE attitudes assessed during an acute hospitalization and during the aftercare period. It was found that parental EE attitudes measured during the inpatient period strongly predicted patients' outpatient transactional behavior: patients interacting with low-EE relatives showed significantly fewer critical and more autonomous statements than patients interacting with high-EE relatives. Further, the dominant patient coping style (autonomous, neutral, externalizing, or internalizing) was strongly related to the relatives' interactional affective style (AS) and to their pattern of EE attitudes. Patient coping style was not related to clinical attributes of these patients themselves. This article and its preceding companion (17) together suggest that EE indexes a transactional process so that the quality of both parents' and patients' transactional behaviors may predict subsequent patient functioning.

114 citations



Journal ArticleDOI
TL;DR: In this paper, the authors argue that current trait, style, situational, and functional leadership approaches pose several barriers to increasing our understanding of the relationship between leadership and group performance and propose an alternative conceptualization of leadership based upon communication competencies.
Abstract: This article argues that current trait, style, situational, and functional leadership approaches pose several barriers to increasing our understanding of the relationship between leadership and group performance. An alternative conceptualization of leadership based upon communication competencies is presented. In the first section, a critique of traditional leadership approaches is offered. In the second section, a communication competency model is developed. Three situational factors that influence the need for the performance of communication competencies are proposed (1) task complexity, (2) group climate, and (3) role relationships. In the third section, a series of heuristic propositions-linking communication competencies, conversational topics, situational dimensions, and group outcomes are stated to serve as a framework for future leadership research from a communication competency perspective

74 citations


Journal ArticleDOI
TL;DR: In this article, the authors test the prescriptions for effective leadership as specified in Hersey and Blanchard's (1969, 1982, 1988) Situational Leadership Theory (SLT).
Abstract: The purpose of this study was to test the prescriptions for effective leadership as specified in Hersey and Blanchard's (1969, 1982, 1988) Situational Leadership Theory (SLT). The interac tion betw...

73 citations


Journal ArticleDOI
TL;DR: In this paper, the authors focus on the symbolic dimensions of leadership in higher education and examine six symbolic categories used by presidents: metaphorical, physical, communicative, structural, personification, and ideational.
Abstract: This paper seeks to shed light on the discussion of leadership in higher education by focusing on its symbolic dimensions. The author considers leadership from the perspective of post-secondary organizations as socially constructed and subjective entities, then examines six symbolic categories used by presidents: metaphorical, physical, communicative, structural, personification, and ideational. The author concludes with a discussion of the implications for administrators of understanding the symbolism of their leadership.

66 citations



Book
01 Jan 1989
TL;DR: In this paper, the authors explore the meaning of political leadership from the shifting, kaleidoscopic perspectives of the leaders, institutions, goals, procedures, problems, and traditions involved.
Abstract: Few aspects of public life are scrutinized and debated as intensely as leadership. It is crucial to the welfare of nations, the survival of political parties, and the functioning of interest groups and public corporations. And, as this volume demonstrates, political leadership is both a complex and elusive quality. In twelve provocative, state-of-the-art essays, leading scholars in political science explore the meaning of political leadership from the shifting, kaleidoscopic perspectives of the leaders, institutions, goals, procedures, problems, and traditions involved. The approaches, as varied as the subject itself, coalesce around the central question of how leaders interact with, transform, or are controlled by the organizations they lead. Whether it's Erwin Hargrove writing on leadership in the TVA, Aaron Wildavsky on the relation between leadership and regime type, Clarence Stone on urban leadership, Morris Fiorina and Kenneth Shepsle on leadership and public choice theory, Robert Harmel on oligarchy in West Germany's Green Party, or George Edwards on presidential leadership in Congress, the authors provide perceptive analyses and suggest new directions for the discipline. For anyone concerned with the problems and potential of leadership in public life in the U.S. and Europe, these essays are certain to spark further debate on the question of political leadership.

Book
01 Jan 1989
TL;DR: Leadership: managing in real organizations, Leadership: managing real organizations as discussed by the authors, Leading in real organisations, Leading with real organizations, کتابخانه دیجیتال و فن آوری اطلاعات دانشگاه امام صاد(ع)
Abstract: Leadership: managing in real organizations , Leadership: managing in real organizations , کتابخانه دیجیتال و فن آوری اطلاعات دانشگاه امام صادق(ع)

Journal ArticleDOI
TL;DR: In this article, a critical interpretation of leadership is presented for educational leadership and the struggle for mind in the democratic process. But this interpretation does not consider the role of the teacher.
Abstract: (1989). Advancing democracy: A critical interpretation of leadership. Peabody Journal of Education: Vol. 66, Educational Leadership and the Struggle for Mind, pp. 157-175.

Journal ArticleDOI
TL;DR: In this article, an examination of the conversational forms constituting effective and ineffective talk by leaders revealed that effective conversations by leaders were viewed as positively valenced, coherent, and as facilitating the accomplishment of work-related and personal goals, and effective conversations produced higher levels of identification and decreased organizational members' need for legitimation processes.
Abstract: Current trends in leadership study recognize the importance of symbol use in the everyday talk of leaders. An examination of the conversational forms constituting effective and ineffective talk by leaders revealed two findings: (1) Effective conversations by leaders were viewed as positively valenced, coherent, and as facilitating the accomplishment of work-related and personal goals, and (2) effective conversations produced higher levels of identification and decreased organizational members' need for legitimation processes. These findings suggest several research areas regarding the relationship between leadership and communication competence.

Book
05 Jun 1989
TL;DR: This book discusses the concept of leadership, developing yourself as a leader, and the Twin Aspects of Leadership.
Abstract: Guide to Reading This Book - Glossary of Acronyms - Introduction to First Edition - Introduction to Second Edition - PART 1: THE CONCEPT OF LEADERSHIP - Leadership - PART 2: LEADING IN DIFFERENT RELATIONSHIPS - Leading Staff - Leadership and Nurses - Leadership and Doctors - Sharing the Leadership: Chair and Chief Executive - Sharing the Leadership: Team Working - Leadership and The Board - Leading in The Regional Office - External Leadership - PART 3: LEADERSHIP IN ACTION - Four Young Leaders - Clinical Leaders - The Twin Aspects of Leadership: A Case Study - PART 4: DEVELOPING YOURSELF - Managing The Job and Yourself - Developing Yourself - In Conclusion - Appendix A: Details of the Templeton Tracer Study of DGMs - Appendix B: Questions Asked Young Leaders

Journal ArticleDOI
TL;DR: The current state of leadership training and development is summarised, as well as the three phases through which leadership theory and practice have passed (trait, behavioural and situational phases) as discussed by the authors.
Abstract: The current state of leadership training and development is summarised, as well as the three phases through which leadership theory and practice have passed (trait, behavioural and situational phases). Then weaknesses of these three approaches to leadership are highlighted, along with what seems needed for the field to advance. New and intriguing directions in leadership research are then outlined, along with preliminary insights from these approaches. Finally, it is argued that we may now be poised on the brink of significant innovative advances in theory and in leadership development, based on these new approaches and findings.

Journal ArticleDOI
TL;DR: In this article, critical requisites for transformational leadership: Needed research and discourse, and the importance of transformational learning in educational leadership are discussed, with a focus on the struggle for mind.
Abstract: (1989). Critical requisites for transformational leadership: Needed research and discourse. Peabody Journal of Education: Vol. 66, Educational Leadership and the Struggle for Mind, pp. 176-181.

Journal ArticleDOI
TL;DR: In this article, the authors integrate concepts from traditional leadership theory with the existing knowledge of channel behavior, with the purpose of moving toward a contingency theory of channel leadership, and present a justification for the relevance of traditional leadership theories to the marketing channel.

Journal ArticleDOI
TL;DR: The situational leadership model enables a leader to identify a task, set goals, determine the task maturity of the individual or group, select an appropriate leadership style, and modify the style as change occurs.
Abstract: The situational theory of leadership and the LEAD instruments for determining leadership style are explained, and the application of the situational leadership theory to the process of planning for and implementing organizational change is described. Early studies of leadership style identified two basic leadership styles: the task-oriented autocratic style and the relationship-oriented democratic style. Subsequent research found that most leaders exhibited one of four combinations of task and relationship behaviors. The situational leadership theory holds that the difference between the effectiveness and ineffectiveness of the four leadership styles is the appropriateness of the leader's behavior to the particular situation in which it is used. The task maturity of the individual or group being led must also be accounted for; follower readiness is defined in terms of the capacity to set high but attainable goals, willingness or ability to accept responsibility, and possession of the necessary education or experience for a specific task. A person's leadership style, range, and adaptability can be determined from the LEADSelf and LEADOther questionnaires. By applying the principles of the situational leadership theory and adapting their managerial styles to specific tasks and levels of follower maturity, the authors were successful in implementing 24-hour pharmacokinetic dosing services provided by staff pharmacists with little previous experience in clinical services. The situational leadership model enables a leader to identify a task, set goals, determine the task maturity of the individual or group, select an appropriate leadership style, and modify the style as change occurs. Pharmacy managers can use this model when implementing clinical pharmacy services.


Book
01 Jan 1989
TL;DR: The Dance of Leadership as mentioned in this paper explores the art of leadership by examining the perspectives, training, and insights of artists, most particularly in the fields of music and dance, and shows how successful leaders can master the artistic aspects of their work.
Abstract: Most successful leaders know that leadership is an art, not a science. They recognize that beyond all the sophisticated systems and theories, the strategies and tactics, leadership is ultimately about intangible things, such as timing, intuition, and passion. This book shows how successful leaders can master the artistic aspects of their work. It guides readers to the ways that the art of leadership can be practiced and learned. "The Dance of Leadership" explores the art of leadership by examining the perspectives, training, and insights of artists, most particularly in the fields of music and dance. The authors look at how these people learn their craft, practice their skills, and attain mastery of their art. Then, they adapt these lessons from the arts to the experiences of successful leaders in all fields. The book incorporates in-depth interviews with some of the world's premier artists and writers, as well as dozens of leaders in business, government, the military, and sports. The result is a book that celebrates the art of leadership - but an art that can be learned, developed, and practiced.

Journal ArticleDOI
TL;DR: The transactional model provides a novel guide for the psychiatric hospital treatment of children by improving the attunement between the child and his or her important interpersonal environment.
Abstract: The transactional model provides a novel guide for the psychiatric hospital treatment of children by improving the attunement between the child and his or her important interpersonal environment. Since children's development is highly context dependent, generalization of the gains made in the hospital will largely depend upon how well the child's parents and school can internalize the hospital experience. One method to implement this transactional model is to bring the child's parents and school into the hospital to join the child's treatment team.

Journal ArticleDOI
TL;DR: Six psychosocial transactional patterns--negativistic, attention centering, distracting, childlike, attractive, and self-punishing--are identified and are proposed as an alternative to approaches that focus on the "psychopathology" of young female anorexics.
Abstract: Anorexia nervosa is conceptualized as a number of very different instrumental actions that occur within particular family contexts. Six psychosocial transactional patterns--negativistic, attention centering, distracting, childlike, attractive, and self-punishing--are identified. This psychosocial transactional perspective is proposed as an alternative to approaches that focus on the "psychopathology" of young female anorexics.


Journal ArticleDOI
TL;DR: An integral component for developing leadership potential in youth, a plan for leadership, is described in this paper, where the purposes and benefits of having students formulate and implement plans for leadership are discussed.
Abstract: An integral component for developing leadership potential in youth, a plan for leadership, is described. The purposes and benefits of having students formulate and implement plans for leadership are discussed. The processes involved in designing plans for leadership are outlined. Examples of topics for plans and a model plan are also provided. Strategies for utilization of plans for leadership are described. The authors wish to express their gratitude to Susan Mahan for granting permission to include her plan for leadership.


ReportDOI
01 Sep 1989
TL;DR: In this article, a general model of transformational leadership and its relationship to various precursors and consequences in a sample of United States Navy Officers was proposed, provided measures of, and tested.
Abstract: : The purpose of this research was to propose, provide measures of, and test a general model of transformational leadership and its relationship to various precursors and consequences in a sample of United States Navy Officers. During the two-year contract eight technical reports were completed and distributed. These are summarized and fully cited along with the archival publications and presentations resulting from the project. A list of personnel involved in the project and directions for future research also are provided. Keywords: Transformational leadership; Transactional leadership; Charismatic leadership; USNA graduates; USNA midshipmen; USN officers; Long-term forecasting; USNA selection paradigm; Performance; Effectiveness; Fitness reports; Levels of analysis; Self and others' ratings; Personal attributes.

Journal ArticleDOI
TL;DR: The authors described the long-term effects that Peer-Assisted Leadership (PAL) has on former participants and found that participants' perspectives of their leadership roles deteriorated rapidly, and collegial support diminished over time unless participants continued to meet in a problem-solving forum.
Abstract: This article describes the long-term effects that Peer-Assisted Leadership (PAL), an intensive administrative in-service training program, has on former participants. Peer-Assisted Leadership provides opportunities for principals and vice principals to observe one another, construct leadership models, and explore alternate ways to handle dilemmas they face as school leaders. A questionnaire was distributed to previous PAL participants to determine how the program had continued to influence their administrative actions, perspectives of their roles as school leaders, and collegial networking and support. Responses indicated lasting effects in all of these areas. Participants' perspectives of their leadership roles deteriorated the most rapidly, and collegial support diminished over time unless participants continued to meet in a problem-solving forum. Implications for future research are discussed, especially longitudinal research designs for examining the lasting effects of training programs.

01 Dec 1989
TL;DR: In this paper, the authors examined leadership styles in United States Marine Corps transport helicopter squadrons to determine how leadership styles related to subordinate extra effort, leader effectiveness, satisfaction with leader, unit cohesion, and unit morale.
Abstract: : This thesis examined leadership styles in United States Marine Corps transport helicopter squadrons Analyses were conducted to determine how leadership styles related to subordinate extra effort, leader effectiveness, satisfaction with leader, unit cohesion, and unit morale The importance of military history to the development of military leaders was also examined Leadership styles of officers were evaluated by the leader himself as well as his subordinates, superiors, and peers Proactive transactional leadership leadership styles were found to be the most commonly used styles, while reactive and non-leadership were found to be the least used styles Transformational styles had a strong relationship to subordinate extra effort, leader effectiveness, and unit cohesion and morale Differences in how a leader perceived himself as compared to how others perceived his style were also related to effective leadership