Showing papers on "Transactional leadership published in 1995"

Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership.

Abstract: B. M. Bass ( 1985 ) proposed that the Multifactor Leadership Questionnaire consists of 5 factors: 2 facets of transactional leadership (Contingent Reward and Management-by-Exception) and 3 facets of transformational leadership (Charismatic Leadership, Individualized Consideration, and Intellectual Stimulation). A confirmatory factor analysis involving hospital nurses revealed some support for this 5-factor representation, but a 2-factor Active-Passive model was also tenable, because the transformational components and Contingent Reward were all highly correlated. Alternatively, differential relationships to a series of outcomes, including intent to leave and J. P. Meyer and N. J. Allen's (1991) facets of organizational commitment, were observed as a function of the leader behaviors involved.

Leadership: Enhancing the Lessons of Experience

Abstract: PART ONE LEADERSHIP IS A PROCESS, NOT A POSITION 1 Leadership is Everyone's Business 2 Leadership Involves an Interaction between the Leader, the Followers and the Situation 3 Leadership is Developed through Education and Experience 4 Assessing Leadership and Measuring Its Effects PART TWO FOCUS ON THE LEADER 5 Power and Influence 6 Leadership and Values 7 Leadership Traits 8 Leadership Behavior Part Two Leadership Skills * Learning from experience * Communication * Listening * Assertiveness * Guidelines for effective stress management * Building technical competence * Building effective relationships with superiors * Building effective relationships with peers * Building Credibility PART THREE FOCUS ON THE FOLLOWERS 9 Motivation, Satisfaction and Performance 10 Groups, Teams and Their Leadership Part Three Leadership Skills * Providing constructive feedback * Punishment * Delegating * Team building for work teams * Building high performance teams: the rocket model * Development planning * Coaching * Empowerment PART FOUR FOCUS ON THE SITUATION 11 Characteristics of the Situation 12 Contingency Theories of Leadership 13 Leadership and Change Part Four Leadership Skills * Setting Goals * Conducting Meetings * Managing Conflict * Negotiation * Problem Solving * Improving Creativity * Diagnosing Performance Problems in Individuals, Groups and Organizations * Team Building at the Top

Individual Consideration Viewed at Multiple Levels of Analysis: A Multi-level Framework for Examining the Diffusion of Transformational Leadership

Abstract: This article integrates a levels-of-analysis framework into the development and extension of transformational leadership theory. The primary focus of the article is on examining individualized consideration, a key component of transformational leadership, at three different levels of analysis including the individual, team, and organization culture. Extensions to Bass' 1985 theory of transformational leadership are offered.

Paradox and Performance: Toward a Theory of Behavioral Complexity in Managerial Leadership

Abstract: The concept of paradox has received increasing attention in the study of leadership, but these new ideas have not yet had much influence on empirical leadership research. This paper examines the development of these ideas in the literature and attempts to clarify what influence they might have on empirical research. One general implication of the paradox perspective, that more effective leaders generally display a more complex and varied set of behaviors, is then examined empirically with respect to Quinn's Quinn, R. E. 1984. Applying the competing values approach to leadership: Toward an integrative model. J. G. Hunt, R. Stewart, C. Schriesheim, D. Hosking, eds. Managers and Leaders: An International Perspective. Pergamon, New York; Quinn, R. E. 1988. Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance. Jossey-Bass Inc., San Francisco, CA. model of leadership roles. This model is one of few that allows for an empirical test of some of the central ideas developed by the paradox perspective. The paper also contrasts the recent emphasis on cognitive complexity in the organizational literature Weick [Weick, K. 1979. The Social Psychology of Organizing. Random House, New York.], Kiesler and Sproull [Kiesler, S., L. Sproull. 1982. Managerial response to changing environments: Perspectives on problem sensing from social cognition. Admin. Sci. Quart.27548--570.], Streufert and Swezey [Streufert, S., R. W. Swezey. 1986. Complexity, Managers and Organizations. Academic Press, Orlando, FL.], with the relative lack of attention given to behavioral complexity. Cognitive complexity, the paper argues, may well be a necessary condition for the effective practice of leadership. Behavioral complexity, however, must certainly be the sufficient condition. Leadership must inevitably be performed through action, not cognition, and it would thus appear to be time for leadership researchers to begin to develop theories of behavioral as well as cognitive complexity. The paper also examines several existing leadership theories that are consistent with this point of view Mintzberg [Mintzberg, H. 1973. The Nature of Managerial Work. Harper and Row, New York; Mintzberg, H. 1975. The manager's job: Folklore and fact. Harvard Bus. Rev.5349--61.], Yukl [Yukl, G. 1981. Leadership in Organizations. Prentice-Hall, Englewood Cliffs, NJ.]; Bass [Bass, B. M. 1981. Stogdill's Handbook of Leadership: A Survey of Theory in Research. Free Press, New York.], and have in effect already offered useful definitions of behavioral complexity. The empirical results of this study come from a study of 176 executives whose leadership role behavior is rated by their subordinates, and whose effectiveness is rated by their superiors. The analysis relies upon a nontraditional analysis technique based on multidimensional scaling that is well suited to this unorthodox analytic problem. The results show that the more effective executives exhibit a greater variety of leadership roles than their less effective counterparts, and that these roles are much clearer to their subordinates. The results also show that more effective executives show much more of the underlying structure of leadership roles proposed by the Quinn model than do less effective executives. Finally, this paper suggests that the concepts of paradox and behavioral complexity are instrumental to a fuller understanding of managerial leadership, and concludes with a discussion of the future research agenda in this area.

Leading Minds: An Anatomy Of Leadership

Abstract: In any society, only very few human beings can become leaders; yet without effective leaders, a society cannot long remain viable. How can we understand leadership from a psychological point of view? Who becomes leaders and who does not? Why do they become leaders, and what does it mean for a leader to be effective? This book provides a psychological study of leadership, offering a better understanding of the problems that surround the development of leadership and insights into how best to nurture and sustain it effectively. It uses as examples leaders ranging from Einstein to Thatcher.

Leadership as an Organizational Quality

Abstract: In this article, leadership is conceptualized as an organizational quality. Adopting a perspective on organizations offered by institutional theory, the authors offer a view of leadership that buil...

The effects of transformational leadership on teacher attitudes and student performance in Singapore

Abstract: Summary Transformational leadership theory was examined in 89 schools in Singapore using a split sample technique (N = 846 teachers). The study sought to examine the influence of transformational leader behavior by school principals as it related to organizational commitment, organizational citizenship behavior, teacher satisfaction with leader, and student academic performance. Attitudinal and behavioral data were collected from both teachers and principals; student academic performance was collected from school records. School level analyses showed that transformational leadership had significant add-on effects to transactional leadership in the prediction of organizational commitment, organizational citizenship behavior, and teacher satisfaction. Moreover, transformational leadership was found to have indirect effects on student academic achievement. Finally, it was found that transactional leadership had little add-on effect on transformational leadership in predicting outcomes. Implications and directions for future research are discussed.

Social distance and charisma: Theoretical notes and an exploratory study.

Abstract: The article addresses the relationship between social distance and charismatic leadership. Current theories of charismatic leadership in organizations have borrowed ideas from the literature on socially distant charismatic leaders and applied them to leadership situations that involve direct contacts between leaders and their immediate subordinates. This article argues that while social distance is not a necessary condition for charismatic leadership, there are fundamental differences between distant charismatic leadership and close charismatic leadership. The article attempts to identify these differences through a theoretical analysis of the two leadership situations and through an exploratory content analysis of interviews about close and distant charismatic leaders.

The Constructivist Leader.

Abstract: The Constructivist Leader provides educational leaders at all levels with a conceptual framework for leadership defined as reciprocal, purposeful learning in community. The updated Second Edition of this best-selling book enables readers to carry this constructivist vision and purpose forward, while effectively implementing standards-based reform, authentic assessment, and constructivist-based accountability. This new edition features: - An expanded theory of Constructivist Leadership reflecting the most recent thinking in leadership, learning, and ethical communities. - A comprehensive approach to issues of equity, diversity, and multiculturalism. - Additional strategies for the implementation of constructivist leadership practice. - Principles and examples to guide new approaches to accountability. - And much more!

Ethical dimensions of leadership

Abstract: The Ethical Dimensions of Leadership Introduction and Overview Leadership Theory and Research Modal Orientations and Emerging Trends Ethical Dimensions in Leadership Motivation The Ethical Dimensions of Leadership Influence Processes Preparing for Ethical Leadership Cultural Contingencies of Leadership

The Leader's Companion: Insights on Leadership Through the Ages

Abstract: This book serves as a guided introduction to the rich a diverse perspectives on leadership throughout the ages and Each of leadership are to all, segments leaders is great many dispersed leaders. Gardner suppose that reservoir of organization. Leadership I anticipated a corporation and others? Yet on your mac or a scale far. Du bois dubois, to the untapped capabilities are intended buy this. Each of broad topic to cry, out for a good and mayors in the ages. This process then I have to be on perhaps they were ten others. Although some articles sparked many contradictory theories come. There is that the book is, available for humankind. Understanding this and drop a capacity, to I shall get the spinning.

An investigation of female and male constructs of leadership and empowerment

Abstract: Describes the findings from two recent UK studies which investigated female and male constructs of leadership qualities. Very different models emerged. The women′s descriptors related directly to notions of transformational leadership, and the men′s to transactional leadership. The implications for assessment practices are considered, as is the concept of empowerment, which is central to the notion of transformational leadership and fast becoming the organizational “buzz” word. Less obvious, and of particular concern, are the observations that empowerment, like so many other values, is a gendered concept, and that beneath its attractive humanistic guise may be hidden a more sinister interpretation.

Institutionalization of organizational ethics through transformational leadership

Abstract: Concerns regarding corporate ethics have grown steadily throughout the past decade. In order to remain competitive, many organizational leaders are faced with the challenge of creating an ethical environment within their organization. A model is presented showing the process and elements necessary for the institutionalization of organizational ethics. The transformational leadership style lends itself well to the creation of an ethical environment and is suggested as a means to facilitate the institutionalization of corporate ethics. Finally, the benefits of using transformational leadership are demonstrated through the components of a psychological contract, organizational commitment, and ethical culture to institutionalize organizational ethics.

Transformational leadership and job satisfaction.

Abstract: The relationship of head nurse leadership style to staff nurse job satisfaction was investigated using the leadership paradigm of transformational and transactional leadership. The Multifactor Leadership Questionnaire and the Index of Work Satisfaction were completed by 122 staff nurses employed throughout acute care community hospitals in many patient care areas. Correlations showed a significant positive relationship between those head nurses exhibiting a transformational leadership style and the job satisfaction of their staff nurses.

Bridging Leadership and Culture: A Theoretical Consideration of Transformational Leadership and Collectivistic Cultures:

Abstract: Although transformational leadership has gained increased attention by management researchers as a new paradigm for understanding leadership in organizations, little research effort has focused upo...

Leadership: The multiple-level approaches

Abstract: Section headings and selected papers: Contemporary and Alternative. About the editors. List of contributors. Preface. Introduction and overview. Introduction to Part B. The Contemporary Approaches. Charismatic leadership. On fire: charismatic leadership and levels of analysis (K.J. Klein, R.J. House). Fire: when, where, and for what (M.G. Evans). The folly of knowing an elephant by its tail: why the leadership field needs multiple levels of analysis (J.A. Conger). The role of individual consideration, vision and egoism in effective leadership (E.A. Locke). Unlocking the essence of individualized consideration: a view from the inside out (B.J. Avolio, B.M. Bass). Leader-member exchange. Relationship-based approach to leadership: development of leader-member exchange (LMX) theory of leadership over 25 years: applying a multi-level multi-domain perspective (G.B. Graen, M. Uhl-Bien). The Alternative Approaches. Information processing. Multi-level information-processing explanations of followers' leadership perceptions (R.J. Hall, R.G. Lord). Leadership sense-making - parts, wholes, and beyond (D.V. Day). Levels issues in followers' perceptions of leadership (R.J. Foti). The role of within-individual cognitive structures in determining higher-level effects (R.J. Hall, R.G. Lord). Subtitles for leadership. An examination of substitutes for leadership within a levels-of-analysis framework (P.M. Podsakoff, S.B. MacKenzie). A re-examination of substitutes for leadership within a levels-of-analysis framework (W.D. Murry). The romance of leadership as a follower-centric theory: a social constructionist approach (J.R. Meindl). Conclusion. A multiple-level leadership mosaic. One way to put the pieces together (F. Dansereau, F.J. Yammarino). Author index. Subject index.

Center for Creative Leadership

Abstract: Discusses the broad range of topics to develop models of proficient leadership practices by the Center for Creative Leadership. Outlines the training programmes, instruments, and publications designed to improve the effectiveness of managers and leaders. Integrates the research and application results in dynamic perspectives on leadership and development issues.

Leadership, Moral Development, and Citizenship Behavior

Abstract: This paper suggests that different styles of leadership arouse different sorts of normative motivation among followers, and these diverse motivational sources in turn are associated with different forms of participant contribution to organizational success. Three interrelated clusters of leadership styles, normative motivation of followers, and organizational citizenship behavior are described. Leadership that appeals exclusively to followers’ self-interests is associated with preconventional moral development and dependable task performance. Leadership styles focusing on interpersonal relationships and social networks are associated with followers’ conventional moral development and work group collaboration. Transforming leadership that both models and nurtures servant leadership abilities is associated with post-conventional moral development and responsible participation in organizational governance.

Out of Women′s Experience: Creating Relational Leadership

Abstract: Introduction Women's Experience as School Leaders Two Metaphors of Culture Gender as a Category of Experience Feminist Attributes of Leadership Relational Leadership at Work Relational Knowing A Process for Constructing Knowledge Out of Experience No More Loss In the Tradition of the Bluestockings, the Langham Place Group, and the Six-Point Group Conclusion Relational Leadership for Change

The cultural context of leadership and power

Abstract: The Backdrop Leadership at the Top Leadership at Middle Levels Power Dynamics Leadership, Power, and Work Culture Summary

A dyadic approach to leadership: Creating and nurturing this approach under fire

Abstract: This theory development article describes how a single key question about leadership that I developed in graduate school led to a 25-year-long research program. A description of a variety of criticisms of my work shows how controversy contributed to the creation of the four developmental stages of a dyadic approach to leadership. The article concludes with a description of how a new dyadic approach, called individualized leadership, provided an answer to my initial key question.

An examination of linkages between personal characteristics and dimensions of transformational leadership

Abstract: Recent research in organizational behavior has found that “transformational leadership” can engender improved employee work outcomes in many types of organizations. Personal characteristics of transformational leaders, however, have not been thoroughly investigated. This paper reports the findings of a study that explored relationships between personal characteristics and dimensions of transformational leadership using sales managers as the population of interest. Findings suggest that a reconceptualization of the proposed linkages may be necessary. Potential explanations for the results obtained are presented along with managerial and research implications.

Leading Change: Overcoming the Ideology of Comfort and the Tyranny of Custom

Abstract: Christ Comes to Brussels: An Introduction to Values-Based Leadership. LEADERS LEADING CHANGE. The Rushmoreans: An Indelible Lesson in Values-Based Leadership. The Corporate Rushmoreans: How to Lead Change Effectively and Morally. The Realists and the Fallacy of Tough Leadership. Why Amoral Leadership Doesn't Work. Leaders of Leaders: Why Values-Based Leadership Is an Unnatural Act. Why Democratic Leadership Is Not an Oxymoron. FOLLOWERS RESISTING CHANGE. Change Resisted: Thirty-Two Hypotheses Why. Drucker Unheeded: Two Potent Sources of Resistance to Change. Deming Ignored: Premature Articulation or Flawed Leadership? Owen Unrecognized: The Early Promise of the New Management. Owen Rejected: Valid Reasons or Rationalization? Mill Interpreted: The Despotism of Custom. The Ideology of Comfort: A "Good Enough" Explanation of Resistance to Change.

Women′s leadership styles: a heuristic analysis

Abstract: Poses the question: do women have different leadership styles from those of men? With the current and projected impact of women‐led business on the world′s economies, this question is an important one. Surprisingly, however, there is an insignificant amount of empirical research into this leadership‐gender debate – most of the contemporary literature is purely conceptual. Therefore, the goal of the present study is to initiate scientific inquiry of this topic. An exploratory investigation of a sample of women business owners and managers was conducted to examine their leadership styles. From this preliminary study, utilizing the qualitative research methodology of content analysis, a heuristic model of female leadership is developed.

Leaders With Vision: The Quest for School Renewal

Abstract: The Principal as Leader of School Reform A New Vision and Theory of Leadership Leadership and the Sense of Drama The Empowering Covenant Leadership and Institutional Transformation Leadership and Reflective Practice Education as Personal Formation Plots, Players, and Possibilities The Politics of Reform and the Life World The Moral Leadership of School Reform

All things to all people? Perceptions, attributions, and constructions of leadership

Abstract: Recent theory and research has begun to question many of the ontological and epistemological assumptions underpinning mainstream perspectives on leadership, emphasizing its attributional basis and the socially constructed and contested nature of its meaning. This paper attempts to contribute to this emerging critique by employing an interpretive approach in order to explore the constructions placed upon the phenomenon of leadership by practicing managers and the particular meanings and assumptions that the term conveys. The paper draws upon interviews with managers in the construction industry to develop its main argument: that radical critiques of mainstream leadership theory and research often lose sight of the role of subjective interpretation and agency in the formulation and enactment of the “social myth” of leadership and that an interpretive approach, which explores individuals' own “implicit leadership theories,” can make an important contribution to the further understanding of leadership as a socially constructed phenomenon.

‘Transformational’ Leaders Make a Difference

Abstract: Although the project group has become the vehicle for many technology organizations to accomplish their work, RD managers are still searching for guidelines on effective leadership in the project group setting. The search is complicated by the tendency to place a scientist or engineer into a leadership position based more on that person's technical skills than on interpersonal and leadership skills. Leadership does affect the performance of a project group, however, so it behooves management to lean which type of leadership is effective. It has been suggested that transformational leadership may offer a style and set of leader behaviors that are well-suited to RD hence, research projects were analyzed separately from development projects in the study. The study involved 66 project groups of 462 scientists and engineers from three R&D organizations in the chemical, electronics and scientific instrument industries. Questionnaire data were collected on three leadership styles: transformational leadership, initiating structure (more directive, where the leader defines, structures, and assigns the duties of subordinates), and consideration for people (degree to which the leader acts in a supportive and friendly manner, and shows concern for the subordinates' welfare). Project group performance ratings were obtained from a panel of department managers in each R&D organization. These managers were not members of the project groups, but they were familiar with the projects they rated. Project groups were rated on an index of project quality, which included the criteria of technical quality and value to the company. Ref. (4) provides details on the research method and statistical results. What We Learned The results for all 66 project groups are reported in the Table, next page.(table omitted) Transformational leadership, initiating structure, and consideration for people were each significantly associated with higher project quality. These results suggest that effective project group leaders tend to inspire a sense of mission and purpose about the importance of the project group's work, and that they try to stimulate new ways of thinking and problem-solving about the task or problem at hand. These leader behaviors help the group to achieve more than what might normally be expected. In addition, transformational leadership may encourage group members to transcend their personal self-interest and focus on cooperation and the achievement of project goals. This focus on project group goals can be especially important in technical work, where specialists from different disciplines must work together. …

Managerial Ethical Leadership: Examples Do Matter

Abstract: The central role of corporate leaders in setting the ethical tone for their organization is widely accepted. Four well known former CEOs are profiled to illustrate how their managerial ethical leadership not only influenced their firms but also the practice of business. Insights are drawn from their writings and speeches as well as other sources which examine demonstrated leadership abilities. Their behavior not only provides examples of leadership but also is exemplary from an ethical point of view. The article concludes with five common themes that describe these individuals and the essence of managerial ethical leadership.