Showing papers on "Transactional leadership published in 1990"
TL;DR: In this paper, the authors examined the impact of transformational leader behaviors on organizational citizenship behaviors, and the potential mediating role played by subordinates' trust and satisfaction in that process.
Abstract: This study examines the impact of transformational leader behaviors on organizational citizenship behaviors, and the potential mediating role played by subordinates' trust and satisfaction in that process. Measures of six transformational leader behaviors (Articulating a Vision, Providing an Appropriate Model, Fostering the Acceptance of Group Goals, High Performance Expectations, Individualized Support, and Intellectual Stimulation), one transactional leader behavior (Contingent Reward Behavior), employees' trust in their leader, and satisfaction were obtained from 988 exempt employees of a large petrochemical company. Matching evaluations of five citizenship behaviors of these employees (Altruism, Conscientiousness, Courtesy, Civic Virtue, and Sportsmanship) were obtained from their supervisors. In order to determine whether transformational behaviors augment the impact of transactional behaviors, their effects on followers' trust, satisfaction, and citizenship behaviors were examined in the context of the effect of transactional leader behaviors on these same variables. The results indicate that the effects of the transformational leader behaviors on citizenship behaviors are indirect, rather than direct, in that they are mediated by followers' trust in their leaders. Moreover, these results were found not to be wholly attributable to the effects of common method biases. The implications of these findings for future research on transformational leader behaviors, trust, and organizational citizenship behavior are then discussed.
5,067 citations
TL;DR: Shackleton later became one of the victims of his own inadequacies as a leader in his 1911 race to the South Pole as discussed by the authors, leading to his own death in 1912.
4,183 citations
Book•
01 Jan 1990
TL;DR: Bass as mentioned in this paper incorporated a decade of new findings on the newest theories and models of leadership; intellectual and interpersonal competence; motivation; the nature of power and Machiavellianism; charismatic and transformational leadership; leadership and women, Hispanics, and Orientals; leadership succession; substitutes; culture; and the role of leadership and organizations in dealing with stress, crisis, and disaster.
Abstract: Bernard M.Bass has incorporated a decade of new findings on the newest theories and models of leadership; intellectual and interpersonal competence; motivation; the nature of power and Machiavellianism; charismatic and transformational leadership; leadership and women, Hispanics, and Orientals; leadership succession; substitutes; culture; and the role of leadership and organizations in dealing with stress, crisis, and disaster.
3,329 citations
TL;DR: In this article, a sample of 224 MBA students who had recently accepted job offers, beliefs regarding employment obligations were investigated, and two types of obligations were demonstrated empirically: transactional obligations of high pay and career advancement in exchange for hard work and relational obligations exchanging job security for loyalty and a minimum length of stay.
Abstract: Summary Psychological contracts are individual beliefs in reciprocal obligations between employees and employers. In a sample of 224 graduating MBA students who had recently accepted job offers, beliefs regarding employment obligations were investigated. Two types of obligation were demonstrated empirically: transactional obligations of high pay and career advancement in exchange for hard work and relational obligations exchanging job security for loyalty and a minimum length of stay. These types of obligations are connected with two forms of legal contracts: transactional and relational. Relational contract obligations for employers correlated with employee expected length of stay with the firm. Transactional contract obligations were associated with careerist motive on the part of new recruits. The relationship between these and other motives of new hires was also investigated.
1,716 citations
TL;DR: In this article, the authors present a prototype training program for a large European conglomerate at the junior, middle and senior management level, which is used to train transformational leaders at the company level.
Abstract: European management must become more transformational with respect
to its leadership if it is to address the challenges confronting the
European community after 1992. The question arises, can transformational
leadership be trained? The answer is affirmative. A number of successful
training experiences in North America are described in this article.
These experiences form the basis for a prototype training programme now
being conducted in a large European conglomerate at the junior, middle
and senior management level. A general overview of these programmes are
provided, as well as evidence that they are having strong beneficial
effects on the participants in the workshops, and in their performance
back on their jobs.
761 citations
TL;DR: In this article, hierarchical regressions using the responses of 138 subordinates about 55 managers show that, as predicted, Bass' (1985b) transformational leader model adds to initiation and consideration in explaining the variance of subordinates' satisfaction and ratings of leader effectiveness.
604 citations
TL;DR: In ever more turbulent environments, executive leadership matters as never before as discussed by the authors, and organizational speed, flexibility, and the need to execute discontinuous change require sharpened leadership skills. But, charisma is not enough to build competitive, agile organizations.
Abstract: In ever more turbulent environments, executive leadership matters as never before. Organization speed, flexibility, and the need to execute discontinuous change require sharpened leadership skills. Charismatic leaders are important. These relatively rare leaders provide vision, direction, and energy for their firms. However, charisma is never enough to build competitive, agile organizations. Charismatic leadership must be bolstered by institutional leadership through attention to details on roles, structures, and rewards. Further, as most organizations are too large and complex for any one executive or senior team to directly manage, responsibility for managing in turbulent environments must be institutionalized throughout the management system.
567 citations
TL;DR: In this paper, the authors clarified transformational leadership by focusing on leader-follower interactions in terms of multiple levels of analysis: individuals, dyads within groups, and groups.
Abstract: Transformational leadership was clarified conceptually in this study by focusing on leader-follower interactions in terms of multiple levels of analysis: individuals, dyads within groups, and groups. The focal leaders were 186 United States Navy Officers who were graduates of the United States Naval Academy and on active duty assigned to the surface warfare fleet. Data about the officers were collected from 793 senior subordinates of the officers via a mail survey. Results from within and between analysis (WABA) suggest that the network of relationships was based primarily on individual differences in subordinates' perceptions of leadership and outcomes. Transformational leadership as compared to transactional or laissez-faire leadership was related more strongly to subordinates' extra effort and satisfaction with the focal officers and the officers' effectiveness.
442 citations
420 citations
01 Jan 1990
Journal Article•
TL;DR: In this paper, the authors examine the moral dimension in manage ment and motivation, and provide a compelling case for moral authority as a source of motiva tion and a basis for management.
Abstract: I n 1978 James MacGregor Bums proposed a theory of leadership that has shaped new understand ings of leadership practice. According to Burns, leadership is exercised when persons with certain motives and pur= poses mobilize resources so as to arouse and satisfy the motives of fol: lowers. He identified two broad kinds of leadership, transactional and trans formative. Transactional leadership fo cuses on basic and largely extrinsic motives and needs; transformative, on higher-order, intrinsic, and, ultimately, moral motives and needs This latter point is important to understanding Bums's theory Transformative leader ship is first concerned with higherorder psychological needs for esteem, autonomy, and self-actualization and. then, with moral questions of goodness, righteousness, duty, and obligation. In his groundbreaking examination of the moral dimension in manage ment and motivation, Amitai Etzioni (1988) provides a compelling case for moral authority as a source of motiva tion and a basis for management Etz ioni acknowledges the importance of extrinsic and intrinsic motivation but goes further Ultimately, he contends, what counts most to people is what they believe, how they feel, and the shared norms and cultural messages that emerge from the groups and com;
TL;DR: In this article, an evolutionary developmental perspective is used to create an evolutionary tree of leadership theory and reveal the path along which it has evolved, and nine evolutionary eras are identified, and requirements for a tenth era of leadership theories are discussed.
Abstract: Leadership is one of the most complex and multifaceted phenomena to which organisational and psychological research has been applied. An evolutionary developmental perspective is used to create an evolutionary tree of leadership theory and reveal the path along which it has evolved. Nine evolutionary eras are identified, and requirements for a tenth era of leadership theory are discussed. These eras provide a broad framework for researchers and practising managers to categorise existing, and evaluate future, theories.
Journal Article•
TL;DR: The Multifactor Leadership Questionnaire (Bass, 1985) was administered to police officers in New Zealand (Study 1) and to employees of three companies in Taiwan (Study 2) and results showed that siruational constraints affected actual leader behavior, as well as leadership preference scores as mentioned in this paper.
Abstract: The Multifactor Leadership Questionnaire (Bass, 1985) was administered to police officers in New Zealand (Study 1) and to employees of three companies in Taiwan (Study 2). Results showed that siruational constraints affected actual leader behavior, as well as leadership preference scores. The results indicated that mechanistic organizations such as the police force do not necessarily foster transactional leadership. Leadership in the Taiwanese companies was equally transformational and transactional. Preferences for the transformational leadership style were evident in both samples, although Taiwanese employees had a greater liking for transactional leaders. Finally, discrepancy scores between actual and preferred leader ratings may have less efficacy in predicting subordinate satisfaction than scores of actual leader behavior alone.
TL;DR: In this article, the authors experimentally manipulated the relationship of four transformational leadership >characteristics (charisma, inspiration, intellectual stimulation, and individual >consideration); two transactional leadership characteristics (contingent reward and management-by-exception); and (c) laissez faire leadership with soft, hard, and rational subordinate influencing behavior.
Abstract: The purpose of this study was to experimentally manipulate the relationship of (a) four transformational leadership >characteristics (charisma, inspiration, intellectual stimulation, and individual >consideration); (b) two transactional leadership characteristics (contingent reward and management-by-exception); and (c) laissez faire leadership with soft, hard, and rational subordinate influencing behavior. It was predicted that subordinates would most often report using a soft (charisma and inspiration) and rational (individual consideration and intellectual stimulation) approach with transformational leaders, a hard approach with laissez faire leaders, and a rational (contingent reward) as well as hard (management-by-exception) approach with transactional leaders. Four hundred and fifty-one subjects of a graduate and evening undergraduate business school randomly received a scenario depicting a male or female leader exhibiting either one of the four transformational leadership characteristics, one of the...
TL;DR: In this paper, a partial model of top management leadership is developed based on leadership categorization theory from the cognitive sciences, which considers the personal and organizational consequences of matches and mismatches between three levels (superordinate, basic and subordinate) and two dimensions (substantive/content and symbolic/process) of leadership category prototypes and perceived leadership behaviors.
Abstract: Based on leadership categorization theory from the cognitive sciences, a partial model of top management leadership is developed. The model looks inside the leadership black box and considers the personal and organizational consequences of matches and mismatches between three levels (superordinate, basic and subordinate) and two dimensions (substantive/content and symbolic/process) of leadership category prototypes and perceived leadership behaviors. The model also considers the impact of environmental, industry, organizational and personal background variables on the leadership category prototypes. The prototype/behavior match notion is explicated in considerable conceptual and empirical detail to encourage future research and the research implications of the model in general are discussed.
TL;DR: In this paper, the conceptual definition of charismatic leadership and the level of analysis at which charismatic leadership should be operationalized (i.e., group or individual) were discussed. But, the results from analyses of leadership and outcome ratings generated by the direct supervisees of 111 managers indicated that ratings of the charismatic leadership appeared to be a function of the individual completing the ratings as opposed to group membership.
Abstract: This study focuses on the conceptual definition of charismatic leadership and attempts to determine the level of analysis at which charismatic leadership should be operationalized (i.e., group or individual). In two samples of upper-level managers selected from a multidivisional U.S. Fortune 500 firm, results from analyses of leadership and outcome ratings generated by the direct supervisees of 111 managers indicated that ratings of charismatic leadership appeared to be a function of the individual completing the ratings as opposed to group membership. These results generally support the statement that charisma may be in the eye of the beholder or varying in degree from one individual to another. The implication of these results for refining the conceptual definition of charismatic leadership is discussed.
TL;DR: In this article, the authors examine emerging research on instructional leadership and present a rationale for viewing principal leadership from the perspective of strategic thinking, arguing that research must address the thinking that underlies the exercise of leadership, not simply describe discrete behaviors of effective leaders.
Abstract: The inadequacy of principals' preparation presents a major problem for policy and practice in light of the critical role principals play in school improvement. In this article we examine emerging research on instructional leadership and present a rationale for viewing principal leadership from the perspective of strategic thinking. We argue that research on instructional leadership must address the thinking that underlies the exercise of leadership, not simply describe discrete behaviors of effective leaders. This research is then linked to development efforts in the field. Factors that influence the transfer of knowledge, as well as their applicability to principals' training and development, are discussed. We next describe a computer simulation that addresses both the research on instructional leadership and the instructional challenge of designing leadership training that will transfer from the classroom to the school. Finally, we discuss future research on strategic thinking and school leadership and ...
TL;DR: A study conducted among excellent nurse executives and members of their immediate staff showed that all executives were predominantly trasnformational leaders but also possessed transactional leadership skills.
Abstract: Effective nurse executive leadership is paramount in today's health care environment. Such leadership includes the qualities of a transformational leader and, to a lesser extent, a transactional leader. A study conducted among excellent nurse executives and members of their immediate staff showed that all executives were predominantly transformational leaders but also possessed transactional leadership skills.
TL;DR: In this paper, the association among transformational and transactional leadership behaviors, generalized beliefs about leadership, and self-reports of extra effort were examined in a corporation that experienced a turnaround in financial performance under a new general manager.
Abstract: The association among transformational and transactional leadership behaviors, generalized beliefs about leadership, and self-reports of extra effort were examined in a corporation that experienced a turnaround in financial performance under a new general manager. Generalized beliefs about leadership and charisma were each significantly related to many transactional behaviors measured in the Leader Behavior Description Questionnaire—Form XII. Nevertheless, charisma was significantly related to self-reports of extra effort, after controlling for its association to these other transactional measures of leadership. These results imply that transactional behaviors may contribute to the emergence of charisma in smaller organizations where employees have more direct interactions with their top manager. Moreover, our evidence further reinforces that an attribution of charisma, as opposed to transactional behaviors, may be needed to sustain expenditures of extra effort.
TL;DR: A consensus is emerging that contemporary organizations are in critical need of leadership with compelling vision as discussed by the authors, and often this leads to an overemphasis on the personality or character of the leader.
Abstract: A consensus is emerging that contemporary organizations are in critical need of leadership with compelling vision. Often this leads to an overemphasis on the personality or character of the leader....
01 Jan 1990
TL;DR: The authors examined the relationship between work-related values and selected leadership contingencies, including gender, hierarchical position, and preferred and actual supervisor leadership style in a large, long-term health care organization with the use of Hofstede's (1982) Values Survey Module.
TL;DR: In this article, the dialogic leader initiates discussion with others (peers, subordinates, superiors) about what is ethical with at least something of a prior ethics truth intention and not singularly a value neutral, constrained optimization of organizational objectives.
Abstract: Dialogic leadership as ethics method respects, values, and works toward organizational objectives. However, in those situations where there may be conflicts and/or contradictions between what is ethical and what is in the material interest of individuals and/or the organization, the dialogic leader initiates discussion with others (peers, subordinates, superiors) about what is ethical with at least something of a prior ethics truth intention and not singularly a value neutral, constrained optimization of organizational objectives. Cases are considered where dialogic leadership: (1) helped build ethical organizational culture; (2) was effective; and, (3) as a by-product, produced integrative win-win results. Philosophical foundations for the method as well as differences between dialogic leadership and Theory X forcing leadership, Theory Y win-win integrative leadership, industrial democracy, participative management, action inquiry, and double-loop learning action science are explored. Limitations of the method are also explored.
Book•
01 Jan 1990
TL;DR: In this paper, a study of the emergence and maintenance of leadership in groups of gifed students engaged in unstructured, creative production is presented, concerning the relationship between group perceptions of leadership effectiveness, group product creativity and the style of leadership adopted.
Abstract: This paper reports results of a study of the emergence and maintenance of leadership in groups of gifed students engaged in unstructured, creative production. The study used Fiedler's dimensional analysis of task structures. Information is presented concerning the relationship between group perceptions of leadership effectiveness, group product creativity, and the style of leadership adopted. Instructional implications for teachers of the gifted are presented.