Showing papers on "Transactional leadership published in 1994"
TL;DR: In this article, the authors define nine types of organizational cultures in terms of the extent transformational and transactional leadership and their effects form accepted ways of behaving and use the Organizational Description Questionnaire (ODQ) to describe their cultures.
Abstract: Nine types of organizational cultures are defined in terms of the extent transformational and transactional leadership and their effects form accepted ways of behaving. The Organizational Description Questionnaire (ODQ) is used by members of the organizations to describe their cultures. The nine types of organizations include the high-contrast culture with both strong transformational and transactional qualities to the "garbage can" which lacks either kind of leadership of consequence. A majority of organizations are somewhere inbetween either loosely guided, coasting, or contractual.
1,577 citations
TL;DR: The authors describes a 4-year program of research about transformational forms of leadership in schools responding to a variety of restructuring initiatives, and argues for the promise of transformational leadership in school-restructuring contexts.
Abstract: School restructuring creates new expectations of those who offer leadership to schools, expectations not well captured in images of instructional leadership. This article describes a 4-year program of research about transformational forms of leadership in schools responding to a variety of restructuring initiatives. Evidence is summarized about transformational leadership practices and behaviors in schools, their effects on a variety of school and teacher variables, and thought processes that give rise to such leadership practices. On the basis of this evidence, the author argues for the promise of transformational leadership in school-restructuring contexts.
1,179 citations
TL;DR: In this paper, the authors define leadership and then answer nine questions that routinely come up when practical decisions are made about leadership (e.g., whom to appoint, how to evaluate them, when to terminate them).
Abstract: Although psychologists know a great deal about leadership, persons who make decisions about real leaders seem largely to ignore their accumulated wisdom. In an effort to make past research more accessible, interpretable, and relevant to decision makers, this article defines leadership and then answers nine questions that routinely come up when practical decisions are made about leadership (e.g., whom to appoint, how to evaluate them, when to terminate them.
909 citations
Book•
01 Jan 1994
TL;DR: In this article, the case for collaborative leadership is discussed and the keys to successful collaborative collaboration are discussed, and a vision of a new kind of leadership is presented for a new vision of Civic Action.
Abstract: Foreword. THE CASE FOR COLLABORATION. The Promise of Collaboration. The Challenge to Traditional Leadership. LEADERSHIP STRATEGIES FOR EFFECTIVE COLLABORATION. Discovering the Keys to Successful Collaboration: Lessons from the Field. Setting the Stage for Success. Creating a Constituency for Change. Building and Sustaining Momentum. Producing Results That Matter. NEW VISIONS OF LEADERSHIP AND CIVIC ACTION. Skills for a New Kind of Leadership. A New Vision of Civic Action. Appendix A: The Research. Appendix B: Assessing Collaboration.
560 citations
TL;DR: In this article, the LISREL VII confirmatory factor analyzer was used to compare the LMX approach with research on mentoring, and it was shown that LMX can be used for transformational and transactional leadership.
Abstract: The literature on transformational and transactional leadership suggests integrating the leader-member exchange (LMX) approach with research on mentoring. Using LISREL VII confirmatory factor analy...
476 citations
TL;DR: In this paper, the authors refine understanding of transformational leadership theory by a specification and test of boundary conditions, and find that transformational theory is an individual-level theory bounded by individuals' perceptions and not holding at higher levels of analysis.
Abstract: The purpose of this study was to refine understanding of transformational leadership theory by a specification and test of boundary conditions. Multiple levels of analysis (individual, dyad, and group) were used to identify conceptually and assess empirically the potential bounds on transformational leadership theory. Multi-source data were collected from a sample of 105 salespersons and their 33 sales supervisors, and within and between analysis (WABA) procedures were conducted. Contrary to higher-level (dyad, group) and cross-level assertions in the literature, transformational leadership results were based solely on individual differences. That is, in this sales setting, transformational leadership theory was determined to be an individual-level theory bounded by individuals' (superiors' and subordinates') perceptions and not holding at higher levels of analysis. Implications of the findings for future leadership research and practice are discussed.
316 citations
TL;DR: In this article, gender differences in transformational and transactional leadership style of women leaders are assessed, and it is argued that organizational context plays a deciding role in the leadership style exhibited by women leaders.
Abstract: Gender differences in transformational and transactional leadership style are assessed. Research that explores women's values and their relationship to leadership style is reviewed. Organizational context is argued to play a deciding role in the leadership style exhibited by women leaders. Traditionally masculine organizations are presented as less conducive to women's display of transformational leadership. Research findings are presented from a large-scale survey conducted in a nontraditional context. Subjects were 6,359 subordinates of leaders in all-female and all-male religious orders of the Roman Catholic Church. Subjects completed the Multifactor Leadership Questionnaire to measure frequency of transformational and transactional leadership behaviors. Subordinate ratings revealed both female and male leaders exhibit more transformational than transactional leadership behaviors. However, female leaders are rated to exhibit significantly more transformational leadership behaviors and significantly fewer transactional leadership behaviors than male leaders. Both female and male subordinates rated themselves as more satisfied with transformational leadership.
289 citations
TL;DR: In this article, the authors define democratic leadership as the performance of three functions: distributing responsibility among the membership, empowering group members, and aiding the group's decision-making process, and identify a limited number of practical and moral considerations for assessing the appropriateness of the democratic leadership model for different groups.
Abstract: Renewed calls for democracy make it imperative that we understand the nature of democratic leadership. Existing definitions of democratic leadership are inconsistent and inadequate, so this essay provides a clear definition that applies to social groups both large and small. As defined herein, democratic leadership is conceptually distinct from positions of authority; rather, it is defined as the performance of three functions: distributing responsibility among the membership, empowering group members, and aiding the group's decision-making process. Many, most, or all members of a group serve these functions, regularly exchanging the roles of leader and follower. A limited number of practical and moral considerations are identified for assessing the appropriateness of the democratic leadership model for different groups. In addition, the National Issues Forums program is used to illustrate the model, and suggestions are made for future research on democratic leadership.
218 citations
TL;DR: This article examined the relationship between transformational and transactional leadership and the nature of the relationships between specified school outcomes and the constructs of transformational or transactional leaders, and found that transformational leaders are more effective than transactional ones.
Abstract: This study examined the nature of the relationship between transformational and transactional leadership and the nature of the relationships between specified school outcomes and the constructs of ...
196 citations
TL;DR: In this paper, the classic metaphor of the manager as one who fights fires may need to be replaced by that of one who focuses on fire prevention, and the metaphor is replaced by a fire prevention metaphor.
Abstract: The classic metaphor of the manager as one who fights fires may need to be replaced by that of one who focuses on fire prevention.
153 citations
TL;DR: In this paper, cognitive processes are used as mediators in the relationships between feedback and environmental inputs and leadership behaviors, including working memory, attribution, expectation, schema, script, and strategy processes.
Abstract: Cognitive processes constructs provide a framework for analysis of transformational leadership and transactional leadership behaviors. Working memory, attribution, expectation, schema, script, and strategy processes are viewed as mediators in the relationships between feedback and environmental inputs and leadership behaviors. While these processes are the bases for both transformational and transactional leadership behaviors, the specific cognitive content differs between them. Whether an individual leads by developing a vision and enlisting subordinates' ego involvement in it or by setting goals and structuring tasks, depends upon the content of relevant schemata and scripts. This content is developed through experiences in similar situations or through vicarious learning. Literature relevant to the leadership and cognitive processes areas is reviewed, propositions are presented, and implications for research and practice are discussed.
TL;DR: In this article, the authors examined the development of transformational leadership by linking life events and experiences to ratings of leadership given to a diverse group of 182 community leaders, who came from all sectors of society and represent a diverse profile of leaders from both the profit and not for profit sector.
Abstract: This paper examines the development of transformational leadership by linking life events and experiences to ratings of leadership given to a diverse group of 182 community leaders. The community leaders came from all sectors of society and represent a diverse profile of leaders from both the profit and not for profit sector. The data reported in this paper is based on evaluations of leaders using the Multifactor Leadership Questionnaire (MLQ) Form 5R(1) and a Life History Survey derived from the work of Owens and Schoenfeldt and their colleagues.(2) The primary objective of this paper is to provide a framework for linking key life experiences to the development of effective leadership behavior-particularly transformational leadership, while also offering suggestions for future research in this area.
TL;DR: A review of the book "Strategic Leadership: A Multiorganizational-Level Perspective, edited by Robert L. Phillips and James G. Hunt" can be found in this article.
Abstract: The article reviews the book “Strategic Leadership: A Multiorganizational-Level Perspective,” edited by Robert L. Phillips and James G. Hunt.
TL;DR: In recent years, the hospitality industry has undergone major changes both within the industry and in its operating environment as mentioned in this paper, and researchers have posited that in an environment of change, as descri...
Abstract: In recent years, the hospitality industry has undergone major changes both within the industry and in its operating environment. Researchers have posited that in an environment of change, as descri...
TL;DR: In this paper, a leadership approach to social change that takes into account actors' differing interests, strategic alliances, and events in a dynamic, interorganizational community setting is described, and the authors developed and applied a new framework for proactive leadership to achieve social change.
Abstract: This article describes a leadership approach to social change that takes into account actors' differing interests, strategic alliances, and events in a dynamic, interorganizational community setting. The leadership and development concepts are drawn from took place in the Philadelphia area in the mid-1980s. As reflective practitioners, the authors developed and applied a new framework for proactive leadership to achieve social change.
TL;DR: In this paper, the authors examined the probability of various leadership patterns emerging in organizations from the point of view of the conditions prevailing in the organization and their psychological implications, and indicated the need to expand the paradigms developed concerning leadership in organizations.
Abstract: Leadership literature in the past decade has drawn a sharp distinction between three types of leadership: transactional, charismatic and transformational. The leadership literature has dealt extensively with the sources and aspects of these leadership patterns, particularly in the context of “the leader and his people”, emphasizing transactional leadership as expressed in the contingency models developed mostly in the 1960s and 1970s. Offers a more comprehensive view and examines the probability of the various leadership patterns emerging in organizations from the point of view of the conditions prevailing in the organization and their psychological implications. Indicates the need to expand the paradigms developed concerning leadership in organizations. Presents the meanings of these arguments.
TL;DR: In this paper, the authors investigated how teacher leadership style is related to use of power, social climate, student-affective performance in a sample of 678 classrooms in 190 Hong Kong primary schools.
Abstract: Borrowing the ideas from the theories of adult organizations, investigates how teacher leadership style is related to use of power, social climate, student‐affective performance in a sample of 678 classrooms in 190 Hong Kong primary schools. Finds that class teacher′s leadership and use of power are interrelated in process of leading a class of students. Leadership style was found to be strongly related to social climate and student‐affective performance. The leadership style of “high initiating structure and high consideration” should be preferable and effective in terms of nearly all of the climate and affective measures. The findings support the importance of balanced leadership style not only in adults organizations, but also in classrooms. The profiles of the four leadership styles provide a useful pattern for developing teacher leadership as well as classroom environment for better students′ outcomes. The findings support the possibility of generalization of the concepts of organization and manageme...
TL;DR: In this article, the authors present a perspective regarding leadership, draw lessons from the leadership literature, gain insights from research about leadership effectiveness, and infer from this literature prescriptions for practicing sport administrators.
Abstract: By virtue of their formal role in sport organizations, sport administrators are responsible for empowering subordinates to establish and achieve goals. The extent of their leadership skills will largely dictate the outcome of their actions with subordinates. After nearly a century of research on leadership, the question still remains as to what makes an effective leader. There are no absolute truths and no general panaceas about effective managerial leadership. However, a careful review of the literature reveals that a lot more is known about this topic than is usually acknowledged. The purpose of this article is to (a) express a perspective regarding leadership, (b) draw lessons from the leadership literature, (c) gain insights from research about leadership effectiveness, and (d) infer from this literature prescriptions for practicing sport administrators. The article reviews the research literature that pertains to (a) leadership influence and power, (b) leadership traits and skills, (c) leadership beh...
TL;DR: In this article, the preferred and perceived styles of leadership were surveyed at a Western Australian State headquarters of a Federal statutory body and it was concluded that the democratic style of leadership leads to a more positive organizational commitment from the individual and also higher job satisfaction.
Abstract: Suggests that, owing to changes in the business environment, leadership rather than management is needed. Proposes, also, that a co‐operative relationship between the management and the workforce should be encouraged. Posits that there is a relationship between perceived and preferred styles of leadership which affects job tenure. Presents the results of a questionnaire on the preferred and perceived styles of leadership which was carried out at a Western Australian State headquarters of a Federal statutory body. Concludes that the democratic style of leadership leads to a more positive organizational commitment from the individual and also higher job satisfaction. Suggests, therefore, that managers should made as much as they possibly can.
Book•
05 Sep 1994
TL;DR: In this paper, the facilitative leader accomplishes objectives by enhancing the efforts of others, rather than seeking power for themselves, facilitative mayors or chairpersons seek to empower the city council and the city manager by stressing collaboration and collective leadership among all parties so that all can work effectively together.
Abstract: How will increasingly diverse cities and counties strengthen their political leadership for the 1990s and beyond? How can mayors and other officials become effective leaders in government structures that deny them executive power and diffuse their political leadership? What kind of leadership will this be and what impact will it have? "Facilitative Leadership in Local Government" shows how officials can reach beyond the structural limitations of their position and work with the constraints of fragmented power to build strong and effective government.In this book, James H. Svara and expert contributors offer local government officials and those that work with them a guide to a successful new model of leadership--facilitative leadership. The facilitative leader accomplishes objectives by enhancing the efforts of others. Rather than seeking power for themselves, facilitative mayors or chairpersons seek to empower the city council and the city manager by stressing collaboration and collective leadership among all parties so that all can work effectively together.
TL;DR: In this paper, a discussion with internationally famous leadership scholar Dr. Bernard Bass about the current thinking and future direction for leadership theory development is presented along with implications for sport management scholars and practitioners.
Abstract: Sport management scholars and practitioners alike hold tremendous interest in the area of leadership. Recent developments in the area, particularly regarding transformational leadership, offer great promise to both groups. This article contains a discussion with internationally famous leadership scholar Dr. Bernard Bass about the current thinking and future direction for leadership theory development. A summary of that discussion is presented along with implications for sport management scholars and practitioners.
TL;DR: In this paper, the authors argue that there appear to be three main ways in which managers may exercise leadership: strategic leadership, of the head, which is concerned with path finding and culture building to create an effective organization; supervisory leadership of the hands, which adapts one's style to the given situation in order to achieve efficient performance; and inspiring leadership, which engages with people, giving them an energizing vision.
Abstract: Leadership is a Humpty Dumpty word which people use in widely different ways. Argues that, on examination, there appear to be three main ways in which managers may exercise leadership. Two of them are specific to the manager′s nominal position. Strategic leadership, of the head, is concerned with path‐finding and culture‐building to create an effective organization. Supervisory leadership, of the hands, is concerned with adapting one′s style to the given situation in order to achieve efficient performance. The third type of leadership is more general. Inspiring leadership, of the heart, engages with people, giving them an energizing vision. All managers must exercise strategic and supervisory leadership of the head and hands – otherwise they are mere administrators. Good managers go further and inspire people with the heart – rendering their leadership transforming.
TL;DR: In this paper, the authors examined survey data from Canadian schools involved in school improvement programs for evidence of relationships between principals' leadership behaviours and school outcomes and found that transformational leadership accounted for a significant incremental effect above that of transactional leadership in bringing about enhanced school, teacher, program and instruction, and student outcomes.
Abstract: School leadership has been recognised as a critical element in school improvement and reform Theories about educational leadership have become closely aligned with theories about effective leadership in business, industrial and military settings. The concept of transformational leadership is a recent interpretation of the kind of leadership required to promote educational restructuring and improvement. Survey data from Canadian schools involved in school improvement programs were examined for evidence of relationships between principals' leadership behaviours and school outcomes. Using multiple regression analysis, transformational leadership accounted for a significant incremental effect above that of transactional leadership in bringing about enhanced school, teacher, program and instruction, and student outcomes. This supports a compelling argument that school leaders can promote change more successfully through employing methods associated with transforma tional leadership.
TL;DR: In this paper, a model course outline for an introductory course in leadership is presented, addressing the concept of leadership from the perspective of the liberal arts, drawing from the disciplines of science, technology, and philosophy.
Abstract: This paper presents a model course outline for an introductory course in leadership. It addresses the concept of leadership from the perspective of the liberal arts, drawing from the disciplines of...
Book•
01 May 1994
TL;DR: In this paper, a down-to-earth guide to the powerful and dynamic process of team development and the important role of leadership from team start-up through maturity is presented, including a wide array of interactive tools such as training plans, self-assessment checklists for team leaders, and discussion guides crafted to help managers and team members identify key strengths, target problem areas, evaluate progress, and hone vital team and leadership skills.
Abstract: A down-to-earth guide to the powerful and dynamic process of team development and the important role of leadership from team start-up through maturity. For team members wrestling with leadership, managers responsible for guiding teams, and executives trying to hold it all together, interviews with leaders as well as managers who have made the transition to self-directed teams illustrate the changes in behavior and organizational support required to master the skills of leadership today. In addition, the book includes a wide array of interactive tools such as training plans, self-assessment checklists for team leaders, and discussion guides crafted to help managers and team members identify key strengths, target problem areas, evaluate progress, and hone vital team and leadership skills.
Book•
19 Dec 1994
TL;DR: Leadership development programming can significantly strengthen a college or university by fostering a team approach to solving institutional problems, by increasing the effectiveness and efficiency of its human resources, and by creating a ready pool of qualified professionals for middle and senior-level positions as mentioned in this paper.
Abstract: Leadership development programming can significantly strengthen a college or university by fostering a team approach to solving institutional problems, by increasing the effectiveness and efficiency of its human resources, and by creating a ready pool of qualified professionals for middle- and senior-level positions. For these goals to be successfully realized, however, leadership programming should be fully integrated into the life of the institution. The aim should be to create a culture of leadership. This volume is intended to inspire thinking about how such a culture of leadership can be created. This is the 87th issue of the quarterly journal New Directions for Higher Education. For more information on the series, please see the Journals and Periodicals page.
TL;DR: In this article, the authors explored the link between stress and leader emergence, sources of stress in the leadership role, leader stress, leader effectiveness, follower stress and leadership, and leadership and stress in followers.
Abstract: Explores the research carried out on the link between stress and leadership. Explores five major themes: (1) stress and leader emergence, (2) sources of stress in the leadership role, (3) leader stress and leader effectiveness, (4) follower stress and leadership, (5) leadership and stress in followers. In essence, focuses on whether stress has a major impact on effectiveness of leaders, because, if stress impairs leader performance, then we could be forgoing much of the effects which “good leadership” can bring.