Showing papers on "Transactional leadership published in 1993"

The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory

Abstract: The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers' self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about a the behavior of charismatic leaders and their effects on followers, b the role of followers' values and orientations in the charismatic relationship, and c some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.

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

Transformational leadership, transactional leadership, locus of control, and support for innovation: key predictors of consolidated-business-unit performance

Abstract: The authors used measures of leadership, locus of control, and support for innovation to predict the consolidated-unit performance of 78 managers. Results revealed that 3 transformational-leadership measures were associated with a higher internal locus of control and significantly and positively predicted business-unit performance over a 1-year interval. Transactional measures of leadership, including contingent reward and management by exception (active and passive), were each negatively related to business-unit performance. Causal relationships between the transformational-leadership behaviors and unit performance were moderated by the level of support for innovation in the business unit

Leadership for the Twenty-First Century

Abstract: This illuminating study critiques the concept of leadership as understood in the last 75 years and looks to the twenty-first century for a reconstructed understanding of leadership in the postindustrial era. More similarities in past decades were found than had been thought; the thread throughout Rost's book is that leadership was conceived of as good management. He develops a new definition and paradigm for leadership in this volume that distinguishes leadership from management in fundamental ways. The ethics of leadership from a postindustrial perspective completes the paradigm. The book concludes with suggestions that can be immediately utilized in helping to transform our understanding of leadership.

Transformational Leadership and Organizational Culture

Abstract: The organization's culture develops in large part from its leadership while the culture of an organization can also affect the development of its leadership. For example, transactional leaders work within their organizational cultures following existing rules, procedures, and norms; transformational leaders change their culture by first understanding it and then realigning the organization's culture with a new vision and a revision of its shared assumptions, values, and norms (Bass, 1985). Effective organizations require both tactical and strategic thinking as well as culture building by its leaders. Strategic thinking helps to create and build the vision of an agency's future. The vision can emerge and move forward as the leader constructs a culture that is dedicated to supporting that vision. The culture is the setting within which the vision takes hold. In turn, the vision may also determine the characteristics of the organization's culture. Transformational leaders have been characterized by four separate components or characteristics denoted as the 4 Is of transformational leadership (Avolio, Waldman, and Yammarino (1991). These four factors include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transformational leaders integrate creative insight, persistence and energy, intuition and sensitivity to the needs of others to "forge the strategy-culture alloy" for their organizations. In contrast, transactional leaders are characterized by contingent reward and management-by-exception styles of leadership. Essentially, transactional leaders develop exchanges or agreements with their followers, pointing out what the followers will receive if they do something right as well as wrong. They work within the existing culture, framing their decisions and action based on the operative norms and procedures characterizing their respective organizations. In a highly innovative and satisfying organizational culture we are likely to see transformational leaders who build on assumptions such as: people are trustworthy and purposeful; everyone has a unique contribution to make; and complex problems are handled at the lowest level possible. Leaders who build such cultures and articulate them to followers typically exhibit a sense of vision and purpose. They align others around the vision and empower others to take greater responsibility for achieving the vision. Such leaders facilitate and teach followers. They foster a culture of creative change and growth rather than one which maintains the status quo. They take personal responsibility for the development of their followers. Their followers operate under the assumption that all organizational members should be developed to their full potential. There is a constant interplay between culture and leadership. Leaders create mechanisms for cultural development and the reinforcement of norms and behaviors expressed within the boundaries of the culture. Cultural norms arise and change because of what leaders focus their attention on, how they react to crises, the behaviors they role model, and whom they attract to their organizations. The characteristics and qualities of an organization's culture are taught by its leadership and eventually adopted by its followers. At one extreme a leader accepts no deviation from standard operating procedures, managing-by exception in a highly transactional fashion while at the other extreme another leader rewards followers when they apply rules in creative ways or if they break them when the overall mission of the organization is best served. How leaders react to problems, resolve crises, reward and punish followers are all relevant to an organization's culture as well as how the leader is viewed both internally by followers and externally by clients/customers. To reiterate, the culture affects leadership as much as leadership affects culture. For instance, a strong organizational culture, with values and internal guides for more autonomy at lower levels, can prevent top administration from increasing its personal power at the expense of middle-level administration. …

Leadership theory and research: Perspectives and directions.

Abstract: The Leadership Situation and the Black Box in Contingency Theories. Legitimacy, Power, and Influence. A Perspective on Relational Features of Leadership. Transformational Leadership. A Response to Critiques. Toward the Integration of Transformational, Charismatic, and Visionary Theories. Leadership, Values, and Accountability. Leadership Perception. The Role of Gender and Culture. The Contingency Model in Cross-Cultural Perspective. Managing Cultural Diversity on the Individual, Group, and Organizational Levels. Toward a Dynamic and Systemic Theory of Groups. An Integration of Six Temporally Enriched Perspectives. Team Research in the 1990's. Four Revolutions in Behavioral Decision Theory. An Integrative Theory of Leadership. Directions for Leadership Research.

Leadership and Information Processing: Linking Perceptions and Performance

Abstract: This article presents a review of the book “Leadership and Information Processing: Linking Perceptions and Performance,” by Robert G. Lord and Karen G. Maher.

Developing the Leader Within You

Abstract: Developing the Leader Within You is Dr. Maxwell's first and most enduring leadership book, having sold more than one million copies. In this Christian Leaders Series edition of this Maxwell classic, you will discover the biblical foundation for leadership that John Maxwell has used as a pastor and business leader for more than forty years. These same principles and practices are available for everyday leaders in every walk of life. It is a lofty calling to lead a group-a family, a church, a nonprofi t, a business-and the timeless principles in this book will bring positive change in your life and in the lives of those around you. You will learn: The True Definition of Leader. "Leadership is influence. That's it. Nothing more; nothing less." The Traits of Leadership. "Leadership is not an exclusive club for those who were 'born with it.' The traits that are the raw materials of leadership can be acquired. Link them up with desire, and nothing can keep you from becoming a leader." The Difference Between Management and Leadership. "Making sure the work is done by others is the accomplishment of a manager. Inspiring others to do better work is the accomplishment of a leader." God has called every believer to influence others, to be salt and light. Developing the Leader Within You will equip you to improve your leadership and inspire others.

Division of labor in two-earner homes: task accomplishment versus household management as critical variables in perceptions about family work

Abstract: The conceptualization and measurement of household allocation is critically discussed, and the suggestion that the measures need to be more theoritically based is made. Using the definition of housework as caring for family members, for the home, and for transactional matters, the distinction between task accomplishment and household management is integrated into the definition. Two measures of housework are created : the allocation of tasks and the allocation of household management. Using hierarchical regression models, data from a survey of 359 married, full-time employed women tested the extend to which the two dimensions predict perception of fairness and conflict.

Authentic Leadership: Courage in Action

Abstract: The world is crying out for leadership. In both the crises that affect the future of the globe and the urgent everyday issues that confront organizations and communities, the time is at hand to pause, to step back and ask ourselves, What is leadership and what is expected of us as leaders? Authentic Leadership offers a unique orientation to leadership as well as a practical set of tools and resources that leaders can use to enhance their everyday leadership action. Leadership, Robert W. Terry contends, is a type of action. He shows how this shift in perspective carries enormous consequences for consideration of courage, vision, ethics, and spirituality as they relate to leadership. Terry shows that the central organizing principle of leadership is authenticity. And he shows how authenticity and action joined together form a sure foundation for effective leadership.

Personal Attributes as Predictors of Superiors' and Subordinates' Perceptions of Military Academy Leadership

Abstract: Relationships between military academy leaders' personal attributes (e.g., traits, thinking styles) and others' ratings of transformational and transactional leadership were assessed in this study. Regression analyses indicated that personal attributes significantly predicted leadership ratings. Consistent with implicit leadership theories, however, the relevant predictors differed as a function of the positions of the individuals who rated leadership (i.e., superiors vs. subordinates of focal leaders). For example, leader intelligence and athletic experience were related to subordinate ratings of leadership while the leader's degree of conformity was associated with superiors' ratings of leadership. Implications for organizations and for understanding the leadership rating process are discussed.

The drama of leadership

Abstract: Exploratory excursions excursions into the sociology of action leadership and charisma leadership of flawed institutions leadership in the postmodern context leadership in the social drama the drama of leadership the education of leaders.

Party leadership and party institutionalisation: Three phases of development

Abstract: Related to the general thesis that different situations call for different leadership skills and orientations, this article focuses upon the changing leadership needs of one type of political party ‐ the ‘entrepreneurial issue party’ ‐ as it matures from birth to institutionalisation. Drawing upon relevant literature on leadership of revolutions, leadership of social movements, leadership of organisations, and leadership generally, the authors present empirical evidence for the argument that different leadership needs exist at three stages of party development: the periods of identification, organisation, and stabilisation. Related propositions are addressed from the experiences of entrepreneurial parties in Denmark and Norway.

Transformational Leadership in Nursing

Abstract: Traditional management approaches which emphasize controlling and directing staff are no longer appropriate for the complex problems, rapid changes and skilled workforce in health care settings today. Nurse managers are realizing that they must lead, motivate, inspire and empower thier staff to perform up to their potential. One means of accomplishing these goals currently gaining popularity in management circles is transformational leadership. Ann Marriner-Tomey uses the keynotes of transformational leadership: attention through vision, meaning through communication, trust through positioning, deployment of self and empowerment as the organizational framework for the book. The twelve chapters explore these central concepts.

The Relationship between "Traditional" Leadership, "Super" Leadership, and Organizational Citizenship Behavior:

Abstract: In a field study of a small manufacturing plant, relationships between five dimensions of organizational citizenship and two sets of predictors, "traditional" leadership (initiating structure and consideration) and "super" leadership (self-goal-setting, self-observation, and self-expectation) were examined. Results suggest that traditional leadership contributes incremental explained variance beyond super leadership on all five dimensions of organizational citizenship. Both consideration and initiating structure contributed approximately equally to four citizenship dimensions, whereas consideration contributed most predictive power to the sportsmanship dimension. Super leadership explained no incremental variance in organizational citizenship behavior beyond traditional leadership.

Putting Leadership Theory to Work: A Conceptual Framework for Theory‐based Leadership Development

Abstract: Offers a conceptual framework which relates leadership development to theories of leadership The framework suggests that programmes of leadership development should include three components: developing self‐efficacy in the domain of leadership, developing awareness of different modes of motivating others in correspondence with different theories of leadership, and developing specific leadership skills (eg giving feedback) Also discusses the “added value” of such programmes to how leaders develop on their own Specific principles for designing programmes for different types of leadership are outlined

Six Teachers' Dialogue during Cognitive Process Instruction

Abstract: The instruction of 6 teachers in a private school for bright underachievers that is characterized by a strategic teaching initiative, strong instructional leadership, and collegiality was examined to characterize the nature of instructional dialogue. Lesson transcripts were coded for the presence and organization of 8 instructional "moves" often found in good strategy instruction. Results demonstrated teachers' fidelity to a particular vision of instruction. Instructional moves designed to make strategic processing specific and explicit were found in all lessons, with the majority of the lessons containing at least 7 of the 8 strategy instruction moves. Instruction was found to be transactional and process-oriented. Interactive cycles of dialogue, during which teachers were responsive to students' strategic construction of knowledge, were prevalent. Student and teacher demographic variables were considered as they related to characteristics of instruction. The transactional strategy instruction found here...

Leadership in the nursing unit: relationships with nurses' well-being

Abstract: The head nurse occupies an important position in the nursing unit. Concerning leadership style, a distinction is traditionally made between consideration and initiating structure. Sometimes a third style is distinguished as well, namely 'production-orientated' leadership. In a study of 561 nurses from 16 general hospitals in The Netherlands, the influence of two leadership styles upon the reactions of nurses (job satisfaction, experienced meaningfulness, health complaints and absenteeism) to their work situations was examined, namely the styles of social (i.e. consideration) and instrumental leadership (a combination of the styles initiating structure and production-orientated). The separate effects of the two styles were studied, as well as the connection between combinations of leadership styles and reactions. The results indicate that social leadership contributes positively to nurses' reactions to their job. Instrumental leadership, on the other hand, leads to health complaints. From the analyses of combinations of leadership styles it appears that nurses are most satisfied if the head nurse pays much attention to both dimensions of leadership. For health complaints, a tendency in this direction is also found. Finally, it becomes clear that nurses with a great need for autonomy prefer a different type of leadership from nurses with little need for autonomy.

Seven Teachers' Acceptance of Transactional Strategies Instruction during Their First Year Using It

Abstract: In 2 studies we examined 7 teachers' acceptance of a strategies-based approach to reading instruction during their introductory year to the intervention. Interviews and observations revealed that the intervention was clearly acceptable to only 2 of the 7 teachers. Issues that influenced acceptability, including professional development support and teacher choice, are discussed. We also make recommendations for transactional strategies instruction.

Environmental leadership : developing effective skills and styles

Abstract: The need for environmental leadership - the ability to cause and guide positive change toward a better future - has never been greater. While some may claim that leaders are born, not made, this book shows that leadership can be learned, and that overt leadership preparation should be made an integral part of professional education and experience. Environmental Leadership captures an approach to teaching leadership skills that has been used successfully at the Yale School of Forestry and Environmental Studies - one of the nation's leading environmental studies programs. It contains a series of personal accounts by a diverse array of successful environmental leaders who discuss their path to leadership, the skills they found useful, and their view of the characteristics and contexts that are important to environmental leadership. By presenting the personal stories of numerous leaders and encouraging them to describe their experiences, the editors demonstrate what they consider to be the soul of environmental leadership - the incredible breadth of both the responses and challenges that environmental leaders face. Environmental Leadership is an important resource for all environmental professionals who seek better stewardship of our environment and natural resources.

The Assistant Principal: Neglected Actor in Practitioner Leadership Literature:

Abstract: Both principals and assistant principals are site level administrators, and both are charged with leadership responsibilities in the school. Nonetheless, the organizational contexts in which they e...

The Evolution of Transactional Strategies Instruction in One Teacher's Classroom

Abstract: In this study, 1 teacher taught the same story for 3 consecutive years to 3 comparable groups of second-grade, low-achieving students. An interaction-tracking and coding scheme was used to analyze the 45-minute lessons for changes in interactional patterns, participation among group members, instructional focus, strategy instruction, and prompted and self-regulated use of strategies by students. By year 3, students participated more actively in story discussion and used strategies with less teacher prompting to support their interpretations and responses to text. These changes appeared to occur because of modifications in the teacher's instructional practices. The instruction that emerged during the third year could be characterized as transactional strategies instruction, an approach that involves teaching reading group members to use comprehension strategies as they jointly construct interpretations of text.

Leadership, Vision, Values and Systemic Wisdom

Abstract: Organizational effectiveness depends upon a capacity to build and maintain an identity congruent with environmental realities. Much recent literature on leadership insists upon the leader as holder of vision and values. Here, this literature is reviewed and is seen to create problems for the leaders themselves, for other persons in organizations and for the organizations. Argues for a synthesis of values and vision with the need for systemic wisdom, in which leadership is a form of service.

Differences in leadership behaviour and influence between public and private organizations in Greece

Abstract: This paper aims at comparing certain managerial aspects which seem to affect and account for the differences in organizational performance between public and private organizations in Greece. By presenting empirical evidence concerning leadership behaviour and influence in both types of organizations, it becomes apparent that leadership quality is not necessarily the problem in public organizations. A number of leadership substitutes and neutralizers such as bureaucratic controls, external political influence and the limited positive reward power which leaders seem to possess have to be removed in order to enhance the role of leadership in public sector organizations.

Secondary School Teachers' Commitment to Change: The Contributions of Transformational Leadership.

Abstract: Findings of a study that examined the extent to which transformational forms of leadership contribute to teacher commitment are presented in this paper. Teachers' commitment to change is expressed as a function q personal goals, two types of personal agency beliefs, and emotional arousal processes. Alterable variables giving rise to commitment are conceptualized as a set of eight in-school and out-of-school conditions as well as seven dimensions of transformational leadership practices. Data were derived from a survey of 168 teachers (of whom 91 percent were involved in implementing school improvenent efforts) in 9 secondary schools in a large urban school district. Path analysis was used to generate three models. Findings indicate that each class of variables appeared to exercise a significant influence on teachers' commitment. Vision-creating and goal consensus-building practices of school leaders had especially strong effects on motivational conditions associated with teachers' personal goals, which, in turn, wyre significantly related to teachers' context and capacity beliefs. In summary, the dimensions of leadership practice that contributed most to teachers' commitment to change were those that helped to give direction, purpose, and meaning to teachers' work. Four figures and four tables are included. (Contains 68 references.) (LMI) *********************************************************************** Reproductions supplied by EDRS are the best that can be made from the original document. ***********************************************************************

Leadership in Australia and Its Organizational Outcomes

Abstract: Current changes in Australian and world economic and social climates have implications for business leadership, particularly at the middle and senior management levels. Surveys business executives attending a well‐known Australian management college during 1991 and 1992 and provides an overview of how leadership responds to and interprets these changes. Identifies five main leadership attributes, namely: vision and creativity; setting and achieving objectives; confident decision making; team building; and charisma. Associates these attributes with 16 organizational outcomes such as: organization innovation, direction setting and motivated workforce, among others. The overall results indicate that further research is needed to examine the extent to which team building and charisma as leadership attributes interact with and predict organization outcomes. Also discusses the practical implications of the findings.