Showing papers on "Transactional leadership published in 1997"
TL;DR: There is universality in the transactional transformational leadership paradigm as discussed by the authors and the same conception of phenomena and relationships can be observed in a wide range of organizations and cultures, and exceptions can be understood as a consequence of unusual attributes of the organizations or cultures.
Abstract: There is universality in the transactional-transformational leadership paradigm. That is, the same conception of phenomena and relationships can be observed in a wide range of organizations and cultures. Exceptions can be understood as a consequence of unusual attributes of the organizations or cultures. Three corollaries are discussed. Supportive evidence has been gathered in studies conducted in organizations in business, education, the military, the government, and the independent sector. Likewise, supportive evidence has been accumulated from all but 1 continent to document the applicability of the paradigm.
2,082 citations
Book•
01 Sep 1997TL;DR: In Transformational and Transactional Leadership, Commitment, Involvement, Loyalty, and Performance Stress and transactional/Transformational Leadership Contingencies of Transformational Leadership as discussed by the authors.
Abstract: Commitment, Involvement, Loyalty and Performance Stress and Transactional/Transformational Leadership Contingencies of Transformational and Transactional Leadership Transformational and Transactional Organizational Culture Transformational and Transactional Leadership of Men and Women Implications of Transformational Leadership for Organziational Policies Development and Training in Transformational Leadership Prediction of Transformational and Transactional Leadership Rank, Status and Transformational/Transactional Leadership Empowerment and Laissez-Faire Leaderhip Substitutes for Transformational and Transactional Leadership.
1,395 citations
TL;DR: In this paper, the authors used the Multifactor Leadership Questionnaire (MLQ-8Y) to measure transformational, transactional and laissez-faire leadership in Dutch organizations.
Abstract: A questionnaire used often to measure transformational, transactional and laissez-faire leadership is che Multifactor Leadership Questionnaire developed by Bass (Bass & Avolio, 1989). This study aims to test the factor structure of the MLQ as developed by Bass & Avolio. The MLQ-8Y was analysed using data collected in Dutch organizations. Seven hundred employees from eight organizations rated their leader's behaviour with the MLQ. First, an indication of the internal consistency of the scales developed by Bass is reported. The results of subsequent factor analyses show that the three types of leadership can be found in the data; however, the scales found here are slightly different from Bass' scales. Especially, the transactional and laissez-faire scales have been altered on theoretical and empirical grounds. The adapted version of the MLQ covers the domain with fewer items.
918 citations
TL;DR: In this article, a value-driven approach to how long-term value needs are fulfilled is discussed, which goes beyond the product concept and develops a resources-and-competencies approach to the market offer.
Abstract: Marketing from a relational perspective, or relationship marketing, requires that a firm offers more resources and activities than a core product (goods or services) in order to satisfy the long‐term value needs of its customers. In the present article a value‐driven approach to how such long‐term needs are fulfilled is discussed. The analysis goes beyond the product concept and develops a resources‐and‐competencies approach to the market offer. However, a relational approach to marketing can be expected to be successful only if the firm adopts a true relational intent and the customer is in a relational mode. Therefore, the concepts of relational and transactional intent and relational and transactional mode, respectively, are also introduced and discussed.
850 citations
TL;DR: The authors found that followers who were supported by their leaders and who were committed to the organization were more likely to be innovative, while transformational leadership was negatively related to innovative behaviors of followers.
Abstract: This paper evoked leader-member exchange (LMX) and transformational leadership theories to explain innovative behavior in leader-member dyads. Data from 225 leader-member dyads in a Fortune 500 manufacturing plant found exchange quality to be positively related to follower autonomy, leader support of followers, and follower commitment to the organization. Further, followers who were supported by their leaders and who were committed to the organization were more likely to be innovative. Also, exchange quality was directly related to innovative behaviors. Contrary to expectations, transformational leadership was negatively related to innovative behaviors of followers.
502 citations
Book•
01 Jun 1997TL;DR: The Contingency Model and its Sequelae as discussed by the authors is a model of leadership in organizations that is based on the concept of Contingencies, and it can be seen as a function and process integration model.
Abstract: Preface. The Functions of Leadership in Organizations. Early Research on Leadership. The Contingency Model and Its Sequelae. More Contingency Theories. Transactional and Exchange Theories. Transformational Leadership. Cognitive Approaches. Influences of Culture on Leadership Processes. Women in Leadership. A Function and Process Integration.
494 citations
Book•
01 Jun 1997
TL;DR: Methods designed to proactively enhance health and performance at work while averting the costs and discomfort of distress are explored and illustrated by examples drawn from healthy organisations.
Abstract: Preventive Stress Management in Organizations, Second Edition offers a comprehensive framework for creating healthy workplaces. It begins by presenting the transactional relationship between individual and organisational stress. Each individual brings a peculiar pattern of responding to inevitable and necessary demands of work, and many experience psychological, behavioural, and medical forms of stress because of factors related to their work. Individuals and organisations can implement practices to reverse unhealthy stress (distress) and promote eustress, which stimulates growth and vitality. Chapters examine individual and organisational sources of stress and their consequences; methods and instruments for diagnosing organisational and individual stress; ways to redesign work and improve professional relationships; and methods for managing demands and stressors. New findings from positive psychology are woven in. Methods designed to proactively enhance health and performance at work while averting the costs and discomfort of distress are explored and illustrated by examples drawn from healthy organisations. Preventive stress management is a philosophy and set of principles grounded in public health, which organisational leaders and consultants can use to help their organisation operate to its fullest potential. The approaches outlined in this book may be implemented by leaders in any organisation.
441 citations
TL;DR: In this article, a longitudinal experiment was conducted to evaluate the effects of leadership style (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a GDSS.
Abstract: A longitudinal laboratory experiment was conducted to evaluate the effects of leadership style (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a Group Decision Support System (GDSS). GDSS are interactive networks of computers for generating solutions to unstructured problems. Results indicated that GDSS anonymity amplified the positive effect of transformational leadership on group potency relative to transactional leadership in the group writing session of the task. GDSS anonymity also increased the effect of transformational leadership relative to transactional leadership on group effectiveness. Implications for practice and future research are discussed.
433 citations
TL;DR: In this paper, the authors consider how a leader induces rational followers to follow her in situations when the leader has incentives to mislead her followers, and explore the role of leadership within organizations.
Abstract: This paper explores leadership within organizations. Leadership is distinct from authority because following a leader is a voluntary rather than coerced activity of the followers. This paper considers how a leader induces rational followers to follow her in situations when the leader has incentives to mislead her followers.
396 citations
TL;DR: In this paper, the authors suggest that developments in personality theory, transformational leadership theory, and visionary leadership theory can contribute to a more realistic view of top managers, and identify future research directions for scholars interested in studying strategic leadership.
351 citations
TL;DR: In this paper, a view of leadership as a community development process is explored as an alternative to traditional leadership approaches, and its implications for training and education are discussed, and the implications of such a view are discussed.
Abstract: Views of leadership that focus on the traits and behaviors of the leader are commonly used to develop training programs. Although these leadership training programs have some application, they suffer from several problems. First, there is no reasonable agreement on what traits or behaviors are leadership traits or behaviors. Second, there is no way to differentiate what makes a good leader from what makes an effective manager or an effective person. And third, people who emerge from these training programs rarely become what anyone might define as good leaders. A view of leadership as a community development process is explored as an alternative to traditional leadership approaches, and its implications for training and education are discussed.
TL;DR: The Leaderplex Model as discussed by the authors is an integrative framework to stimulate integrative, empirical leadership research in such areas as diversity, global organizations, team-based organizations, charisma, and hierarchy.
TL;DR: In this article, a modified view of leadership is proposed that may be more appropriate in team-based structures and characteristics of successful leaders are identified, given current developments in organizations, a call for change is presented in the context of teams and team leadership.
Abstract: Organizations have changed over the past several decades with regard to the structuring of work methods and processes. Moving away from the traditional hierarchical design, most organizations are developing flatter, leaner structures that support a more empowered, team‐based workforce. The nature of leadership has also changed significantly over time. Building on the body of work that has been done to understand leadership, the current paper explores the various theories of leadership and how these theories have changed over time. Starting with a review of work done on leadership, the trends and changes over time are discussed. In addition, characteristics of successful leaders are identified. Given current developments in organizations, a call for change is presented in the context of teams and team leadership. A modified view of leadership is proposed that may be more appropriate in team‐based structures.
Book•
09 May 1997
TL;DR: The newly revised LPI offers in-depth, precise results to help you become a leader who can: Model the Way; Inspire a Shared Vision; Challenge the Process; Enable Others to Act; and Encourage the Heart.
Abstract: "The Leadership Practices Inventory" (LPI) is the best-selling and most trusted leadership tool of its generation. Developed by Jim Kouzes and Barry Posner, the third edition of this celebrated instrument package approaches leadership as a measurable, learnable, and teachable set of behaviors. This 360- leadership assessment tool helps individuals and organizations measure their leadership competencies, while guiding them through the process of applying Kouzes and Posner's acclaimed Five Practices of Exemplary Leadership[registered] Model to their real-life organizational challenges.The newly revised LPI offers in-depth, precise results to help you become a leader who can: Model the Way; Inspire a Shared Vision; Challenge the Process; Enable Others to Act; And Encourage the Heart. The Leadership Development Planner picks up where the LPI Participant's Workbook leaves off and helps take you to the next level of developing your leadership skills. "The Planner" reviews The Five Practices of Exemplary Leadership, describes the best practices of learning to lead and contains over one hundred developmental activities for becoming a better leader." The Planner" can be customized for your situation and will help you: understand how people learn to lead; integrate the best leadership learning practices into your own routines; consciously review your progress toward becoming a better leader; select the kinds of development activities that best fit your needs; write a plan for the next steps in your leadership development; and apply an easy-to-use process that can be repeated. The Planner is your essential LPI resource for determining the most appropriate ways to continue your leadership development journey. It's your guide to personalizing your plans for becoming the best leader possible.
Journal Article•
TL;DR: In this article, the authors explored the relation between leadership style and empowerment and its effect on job satisfaction among the nursing staff of a regional medical center and found that both transformational and transactional leadership were positively related to job satisfaction, as was empowerment.
Abstract: Objective The authors explore the relation between leadership style and empowerment and its effect on job satisfaction among the nursing staff of a regional medical center. Background Several empirical studies on transformational leadership-found that transformational leadership behaviors were positively related to work team success and leadership effectiveness. Transformational leadership processes have also been suggested to enhance followers' work-oriented values and shape the self-efficacies of followers. Employee empowerment may be influenced by the perception that the organization cares about its employees' well-being and that their work is valued. Empowering nurses may increase job satisfaction and improve patient care. Leadership style and empowerment influence job satisfaction among workers. Methods All nursing department staff were invited to complete a self-report questionnaire with no identifying information. Leadership style was measured using Bass's Multifactor Leadership Questionnaire, empowerment was measured with items from Spreitzer's Psychological Empowerment instrument, and job satisfaction was measured by Warr, Cook, and Wall's job satisfaction questionnaire. Results Both transformational and transactional leadership were positively related to job satisfaction, as was empowerment. Differences in the contributions of empowerment and leadership style in predicting job satisfaction for licensed and unlicensed workers was evident. Conclusion Designing interventions that allow for the relative influence of leadership style as well as empowerment on varying classifications of nursing personnel may be a more effective strategy and have a greater effect on staff attitudes and behaviors.
TL;DR: Leadership is hard to define, and moral leadership is even harder as discussed by the authors, and we only recognize moral leadership when we see it. The problem is, we so rarely see it, it is difficult to define it.
Abstract: Leadership is hard to define, and moral leadership is even harder. Perhaps, like pornography, we only recognize moral leadership when we see it. The problem is, we so rarely see it. Nevertheless, I...
TL;DR: In this paper, the authors validate the self-management leadership theory as operationalized by the Self-Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company.
Abstract: This study validates the self-management leadership theory as operationalized by the Self-Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company. The sample for this study is 390 self-managing and 412 traditionally managed employees and 94 external leaders from 58 self-managing and 60 traditionally managed teams. Results support Manz and Sims' 6-factor pattern at the first-order level, and in addition, identify a common second-order factor. The hierarchical factor structure is invariant in employee and leader samples drawn from both self-managing and traditionally managed work teams, suggesting that the construct of self-managing leadership is similar for members and leaders of both types of teams. Respondents perceive slightly more self-management leadership behaviors in the self-managing than the traditional work teams. Respondents evaluate self-managing work teams as more effective than traditional work teams, and this difference is moderate in size. Self-managing leadership behaviors are positively associated with QWL (mainly employee satisfaction) and self-rated effectiveness for both self-managing and traditional teams. In general, self-managing work teams are not that different from traditionally managed groups in the relationship of self-managing leadership to outcomes. We conclude that self-management leadership is a hierarchical concept, constituted of specific strategies as well as a general orientation toward empowering employees. These leadership behaviors are applicable to managing both traditional and self-managing work teams.
Book•
15 May 1997
TL;DR: In this paper, the authors present an overview of the history of traditional and modern leader-sharing in leader-ship, and propose an alternative leader-leader-sharing strategy.PART I CLASSICAL LEADERSHIP PART II TRADITIONAL LEADER-HIP Part III MODERN LEACHING PART IV MYTHICAL LEACHER-SHIP PART V ALTERNATIVE LEACHERS HIP
Abstract: PART I CLASSICAL LEADERSHIP PART II TRADITIONAL LEADERSHIP PART III MODERN LEADERSHIP PART IV MYTHICAL LEADERSHIP PART V ALTERNATIVE LEADERSHIP
TL;DR: Designing interventions that allow for the relative influence of leadership style as well as empowerment on varying classifications of nursing personnel may be a more effective strategy and have a greater effect on staff attitudes and behaviors.
Abstract: Objective The authors explore the relation between leadership style and empowerment and its effect on job satisfaction among the nursing staff of a regional medical center. Background Several empirical studies on transformational leadership-found that transformational leadership behaviors were positively related to work team success and leadership effectiveness. Transformational leadership processes have also been suggested to enhance followers' work-oriented values and shape the self-efficacies of followers. Employee empowerment may be influenced by the perception that the organization cares about its employees' well-being and that their work is valued. Empowering nurses may increase job satisfaction and improve patient care. Leadership style and empowerment influence job satisfaction among workers. Methods All nursing department staff were invited to complete a self-report questionnaire with no identifying information. Leadership style was measured using Bass's Multifactor Leadership Questionnaire, empowerment was measured with items from Spreitzer's Psychological Empowerment instrument, and job satisfaction was measured by Warr, Cook, and Wall's job satisfaction questionnaire. Results Both transformational and transactional leadership were positively related to job satisfaction, as was empowerment. Differences in the contributions of empowerment and leadership style in predicting job satisfaction for licensed and unlicensed workers was evident. Conclusion Designing interventions that allow for the relative influence of leadership style as well as empowerment on varying classifications of nursing personnel may be a more effective strategy and have a greater effect on staff attitudes and behaviors.
TL;DR: In this article, a multiple-level-of-analysis investigation of transformational and contingent reward leadership and outcomes involving female leaders is presented. And they tested multisource data from male and female leaders.
Abstract: This study provides a multiple-levels-of-analysis investigation of transformational and contingent reward leadership and outcomes involving female leaders. We tested multisource data from male and ...
Book•
01 Jan 1997
TL;DR: In this article, the authors define the place of spirit in our work lives and define the current leadership situation with the current Leadership Situation Pressures that Focus Our Spirit Self at Work A Shift to a Spiritual Focus for Leadership Understanding Spirit at Work Spiritual Leadership at Work The Search for a New Leadership Process Spiritual Leadership Task Competence Spiritual Leadership Visioning.
Abstract: Preface The Soul of Leadership The Place of Spirit in Our Work Lives Defining Spiritual Leadership Problems with the Current Leadership Situation Pressures that Focus Our Spirit Self at Work A Shift to a Spiritual Focus for Leadership Understanding Spirit at Work Spiritual Leadership at Work The Search for a New Leadership The Spiritual Leadership Process Spiritual Leadership Task Competence Spiritual Leadership Visioning The Spiritual Leadership Dynamics of Servanthood Emerging Spiritual Leadership Technologies Building Community and Individual Wholeness Spiritual Leadership: Setting a Higher Moral Standard Stewardship The Leader's Goal: Continuous Improvement Epilogue Bibliography Index
TL;DR: In this paper, the authors present a conceptual framework for authenticity in leadership in organizations and propose a leadership praxis which links the theory, practice and ethics of leadership, responds to many of the concerns about the lack of honesty and integrity in leadership, and acts as a counterbalance to the artifice and deception prevalent in many contemporary organizations.
Abstract: First describes the current context of cynicism about the quality and integrity of many of our leaders in contemporary public and private sector organizations and the culture of “artifice” prevailing in many of these organizations. Then presents a conceptual framework for authenticity in leadership in organizations. The elements of the framework include: the need to identify “authentic self” in terms of significant values and relationships; the centrality of authentic relationships to effective leadership; the need in organizations for conditions for authentic learning; the way in which governance and organization can facilitate or inhibit authentic relationships and learning. Proposes a leadership praxis which links the theory, practice and ethics of leadership, responds to many of the concerns about the lack of honesty and integrity in leadership, and acts as a counterbalance to the artifice and deception prevalent in leadership in many contemporary organizations.
01 Jan 1997
TL;DR: In this article, a basic ingredient in transformational leadership development consists in identifying leadership qualities via distribution of the multifactor leadership questionnaire MLQ to followers of the target leaders, and it is vital that the MLQ yields an accurate and unbiased assessment of leaders on the various leadership dimensions.
Abstract: A basic ingredient in transformational leadership development consists in identifying leadership qualities via distribution of the multifactor leadership questionnaire MLQ to followers of the target leaders. It is vital that the MLQ yields an accurate and unbiased assessment of leaders on the various leadership dimensions. This article focuses on two sources of bias which may occur in identifying leadership qualities. First, when followers assess the strengths and weaknesses of their leaders, they may have difficulty in differentiating between the various transformational and transactional leadership behaviours. It is found that this is only the case for the transformational leadership attributes because the four transformational leadership dimensions measured by the MLQ correlate highly and cluster into one factor. MLQ ratings on the three transactional leadership dimensions are found not to be interrelated and show evidence for three distinct factors: contingent reward, active management-by-exception an...
TL;DR: This paper evaluated the effects of high and low levels of transformational leadership style and anonymity on 36 undergraduate student work groups using a Group Decision Support System (GDSS) to perform an idea generation task.
Abstract: A laboratory experiment was conducted to evaluate the effects of high and low levels of transformational leadership style and anonymity on 36 undergraduate student work groups using a Group Decision Support System (GDSS) to perform an idea generation task. Transformational leadership was manipulated through confederate leaders who displayed leadership behaviors and entered comments into the GDSS according to scripts. Results of analysis of variance indicated that groups working under high transformational leadership generated more original solutions, supportive remarks, solution clarifications, and questions about solutions and reported higher levels of perceived performance, extra effort, and satisfaction with the leader than groups working under low transformational leadership. Results also indicated that anonymous groups generated more critical comments and less problem clarifications than identified groups. Implications of these results for organizational researchers and managers are discussed.
TL;DR: The authors found that teachers' attributions of transformational school leadership were largely explained by alterable rather than unalterable variables, and that teachers attribute leadership qualities to some principals and not others.
Abstract: What factors influence teachers to attribute leadership qualities to some principals and not others? In particular, what accounts for attributions of transformational school leadership? Guided by an information processing perspective to explain teachers’ attributions, answers to these questions were explored through data provided by an achieved sample of 1,253 elementary and secondary teachers from a single large school system. Replicating the framework and design of an earlier study by the same authors, this, as well as the previous study, found that teachers’ leadership attributions were largely explained by alterable rather than unalterable variables.
TL;DR: This article investigated gender differences in transformational and transactional leadership, and gender-related stereotypes for these forms of leadership, finding that there were no differences in the way the primarily Caucasian subordinates evaluated their actual male and female managers.
Abstract: This study investigated gender differences in transformational and transactional leadership, and gender-related stereotypes for these forms of leadership. Results indicated that there were no differences in the way the primarily Caucasian subordinates evaluated their actual male and female managers. There were, however, differences in ratings of stereotypic male versus stereotypic female leaders on transformational and transactional leadership, but only by female respondents. Finally, congruence between ratings of actual managers and ratings of stereotypic managers was found primarily for male respondents. Results suggest that stereotypes may be one explanation for gender differences found in prior research on transformational and transactional leadership.
TL;DR: In this paper, the distinction between the process of leadership, the person of the leader, and the job of leading is made, and it is argued that the concept of leadership can and must be distinguishable and definable separately from our understanding of what and who leaders are, although the phenomenon of the leadership can only be known and measured in particular instantiation of a leader doing a job.
Abstract: This paper develops and examines the distinctions between the process of leadership, the person of the leader, and the job of leading. I argue that leadership is a delicate combination of the process, the techniques of leadership, the person, the specific talents and traits of a/the leader, and the general requirements of the job itself. The concept of leadership can and must be distinguishable and definable separately from our understanding of what and who leaders are, although the phenomenon of leadership can only be known and measured in the particular instantiation of a leader doing a job.
Patent•
IBM1
TL;DR: In this paper, a computerized transaction execution with a workflow management system (WFMS) executes a process model consisting of a network of potentially distributed activities including transactional work items.
Abstract: A computerized transaction execution with a workflow management systems (WFMS) executes a process model consisting of a network of potentially distributed activities including transactional work items. A computerized methodology defines, controls and processes a collection of a transactional work items ensuring the atomicity of the collection of transactional work items. The collection of transactional work items owns a separate commit scope not influenced by a commit scope potentially implemented within said transactional work items. The WFMS is enabled to infer details of the process model of collections of transactional work items which can be processed in the sense of global transactions with a common commit scope. Transactional work items with a common commit scope are combined into atomic spheres. The collection of transactional work items constitute a common atomic sphere in an alternative embodiment.