Showing papers on "Transactional leadership published in 1999"

The different roles of satisfaction, trust, and commitment in customer relationships

Abstract: Several theories of relationship marketing propose that customers vary in their relationships with a firm on a continuum from transactional to highly relational bonds. Few empirical studies have se...

Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership

Abstract: A total of 3786 respondents in 14 independent samples, ranging in size from 45 to 549 in US and foreign firms and agencies, completed the latest version of the Multifactor Leadership Questionnaire (MLQ Form 5X), each describing their respective leader Based on prior literature, nine models representing different factor structures were compared to determine the best fit for the MLQ survey The models were tested in an original set of nine samples, and then in a second replication set comprised of five samples Results indicated the factor structure for the MLQ survey was best represented by six lower order factors and three correlated higher-order factors

Two Decades of Research and Development in Transformational Leadership

Abstract: The interests of the organization and its members need to be aligned. Such is a task for the transformational leader. In contrast to the transactional leader who practises contingent reinforcement of followers, the transformational leader inspires, intellectually stimulates, and is individually considerate of them. Transformational leadership may be directive or participative. Requiring higher moral development, transformational leadership is recognized universally as a concept. Furthermore, contrary to earlier expectations, women leaders tend to be more transformational than their male counterparts. Although a six-factor model of transformational/ transactional leadership best fits a diversity of samples according to confirmatory factor analyses, whether fewer factors are necessary remains an open question. Another important research question that has only been partially answered is why transformational leadership is more effective than transactional leadership in a wide variety of business, military, industrial, hospital, and educational circumstances.

Ethics, character, and authentic transformational leadership behavior

Abstract: The morality of transformational leadership has been sharply questioned, particularly by libertarians, “grass roots” theorists, and organizational development consultants. This paper argues that to be truly transformational, leadership must be grounded in moral foundations. The four components of authentic transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) are contrasted with their counterfeits in dissembling pseudo -transformational leadership on the basis of (1) the moral character of the leaders and their concerns for self and others; (2) the ethical values embedded in the leaders' vision, articulation, and program, which followers can embrace or reject; and (3) the morality of the processes of social ethical choices and action in which the leaders and followers engage and collectively pursue. The literature on transformational leadership is linked to the long-standing literature on virtue and moral character, as exemplified by Socratic and Confucian typologies. It is related as well to the major themes of the modern Western ethical agenda: liberty, utility, and distributive justice Deception, sophistry, and pretense are examined alongside issues of transcendence, agency, trust, striving for congruence in values, cooperative action, power, persuasion, and corporate governance to establish the strategic and moral foundations of authentic transformational leadership.

Changing leadership for changing times

Abstract: Part 1 The context for changing leadership: changing leadership - a menu of possibilities transformational leadership as a place to begin. Part 2 Transformational school leadership: transformational leadership at Central Ontario Secondary School setting directions - vision, goals and high expectations developing people - individualized support, intellectual stimulation and modelling redesigning the organization - culture, structure, policy and community relationships. Part 3 Beyond transformational leadership - broadening and deepening the approach: the problem-solving processes of transformational leaders fostering teacher leadership building teachers' commitment to change creating the conditions for growth in teachers' professional knowledge and skill leadership for organizational learning maintaining emotional balance conclusion - future schools and leader's values.

Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?

Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.

Full leadership development : building the vital forces in organizations

Abstract: Building a Leadership Relationship Developing a Compact of Understanding Many Sides and Levels to Leadership Processes A "Full Range" View of Leadership Development and Potential Are Leaders Born Versus Made? Well, Yes Viewing Leadership at Its Many Levels If We Really Need to Do It, Then What Is Shared Leadership? Building the Context to Embed a Transformational Leadership System Four Principles at the Base of the Full Range Model - Which Rose to the Top Over and Over Again Its Not Leadership If It Affects Performance - Directly Several Strange Places to Learn About Full Leadership Development This Is the Last Chapter! The End/The Beginning

Charismatic and transformational leadership in organizations

Abstract: Over the last decade and a half, the topic areas of charismatic and transformational leadership in organizational settings have undergone a significant evolution in terms of both theory development and empirical investigations. As a result, our knowledge about these leadership forms has deepened, and there are several dominant theories that are now established paradigms in the leadership field. At the same time, despite advances, there are numerous dimensions of these leadership forms about which we still know very little. Given this moment in the field's evolution, it is only appropriate that we take stock of where we have been and where we need to go into the future. We therefore provide an overview of the evolution of charismatic and transformational leadership in organizations. We examine progress along the following dimensions: 1) leader behaviors and their effects; 2) follower dispositions and dependency dynamics; 3) contextual factors; 4) institutionalization and succession forces; and 5) the liabilities of charismatic and transformational leaders.

The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance.

Abstract: The authors examined the linkages between leader-member exchange (LMX), transformational and transactional leadership, and physical distance in predicting performance of 317 followers over a 1-year period. Results from a partial least squares analysis revealed that LMX was related positively to transformatio nal and contingent reward leadership and negatively to management-by -exception. LMX and active management-by-exception positively predicted follower performance, and physical distance moderated leadership-performance relationships. Transformational leadership produced significantly higher follower performance in close versus distant situations, whereas LMX produced high follower performance irrespective of physical distance between leaders and followers. Interest in leadership in complex organizations is characterized by the parallel development of two different perspectives. One viewpoint is leader-focused. This stream of research attempts to explain individual, group, or organizational performance outcomes by analyzing specific leader behaviors and linking them directly to those outcomes. Examples of such perspectives include transformational, charismatic, and value-based theories of leadership, as developed by Bass (1985), House (1977), and House, Delbecq, and Taris (1996), respectively. In contrast, the second perspective focuses on the explicit one-on-one relationships that develop between leader and follower. Adherents of this perspective propose a link between follower performance and the quality and level of mutual trust, respect, and influence within those individual leader-follower relationships. The best example of this perspective is the leadermember exchange (LMX) theory of leadership originated

Organizational and contextual influences on the emergence and effectiveness of charismatic leadership

Abstract: The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich and refine charismatic leadership theory by linking it to its organizational context. We argue that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others. We develop and present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership. Among the contextual variable we examine are the organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture, as well as the leader's level in the organization and the circumstances surrounding his or her appointment.

Understanding Leader Emotional Intelligence and Performance: The Role of Self-Other Agreement on Transformational Leadership Perceptions

Abstract: The purpose of this study was to examine whether self-awareness of managers (defined as agreement between self and other leadership ratings) would moderate relationships between (a) aspects of emot...

Ownership strategy of Japanese firms: transactional, institutional, and experience influences

Abstract: We compare the effects of transactional, institutional, and experience influences on the ownership strategies of Japanese investors. Our theoretical development suggests that the equity position of a foreign investor should increase as the specificity of the assets transferred to the foreign affiliate increases, but a lower equity position should be assumed when the foreign investor requires complementary assets to establish a foreign entry. International experience and a strong institutional environment also should lead to increases in the equity position of the foreign investor. These relationships were tested with data on more than 1000 Japanese investments in nine countries of East and South-East Asia. The results demonstrate that experience and institutional factors were the most important influences on the ownership position taken in the foreign investment, while transactional factors had a much less important and a more ambiguous role. Copyright © 1999 John Wiley & Sons, Ltd.

Effects of Leadership Style and Followers' Cultural Orientation on Performance in Group and Individual Task Conditions

Abstract: We manipulated transformational and transactional leadership styles and compared them in individual and group task conditions to determine whether they had different impacts on individualists and c...

Transformational School Leadership Effects: A Replication

Abstract: Most school restructuring initiatives assume significant capacity development on the part of individuals, as well as whole organizations; they also depend on high levels of motivation and commitment to solving the substantial problems associated with the implementation of restructuring initiatives. Transformational approaches to leadership have long been advocated as productive under these conditions, and evidence suggests that transformational practices do contribute to the development of capacity and commitment. Much less evidence is available, however, about whether these socio-psychological effects actually result in organizational change and enhanced organizational outcomes. Survey data from an achieved sample of 1818 teachers and 6490 students from 94 elementary schools in one large district were used to replicate an earlier study of the effects of transformational leadership practices on selected organizational conditions and student engagement with school. Similar in most respects to our earlier s...

An evaluative essay on current conceptions of effective leadership

Abstract: Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership, but most of the theories have weaknesses in the conceptualization and measurement of leadership processes. The limitations include use of simplistic two-factor models, omission of relevant behaviours, focus on dyadic processes, assumption of heroic leadership, and overreliance on weak methods. I discuss these weaknesses and present results from a study on leader behaviour dimensions to clarify some of my concerns.

Transformational leadership in the context of organizational change

Abstract: The importance of leadership to the change management process is underscored by the fact that change, by definition, requires creating a new system and then institutionalizing the new approaches. While change management depends on leadership to be enacted, to date there has been little integration of these two bodies of literature. Thus, the purpose of this article is to draw parallels between the change literature and the leadership literature; specifically, the transformational leadership literature that is primarily concerned with the capabilities required to enact change successfully. This is done by describing areas of convergence between the two literatures that point to the appropriateness of transformational leadership in enacting change. Finally, the papers in the special issue are previewed by identifying their underlying themes.

Transformational/charismatic leadership's tranformation of the field: An historical essay.

Abstract: I use a framework by Reichers and Schneider (1990) to explore the evolution of leadership research across time. This analysis leads to development of the doom and gloom arguments about the field in the 1970s and early 1980s. Transformational and charismatic leadership is discussed as it takes off following the doom and gloom period. That takeoff is followed by revisiting the shift to transformational/charismatic leadership and considering why some of the leading and next-generation scholars set off in this new direction. I then link transformational/charismatic leadership with more traditional approaches and finish with conclusions concerning forces for change, assessing where the leadership field is currently, and providing a future assessment with some caveats. I conclude that a crucial contribution of transformational/charismatic leadership has been in terms of its rejuvenation of the leadership field, regardless of whatever content contributions it has made. This rejuvenation came about because of what most would consider a paradigm shift that has attracted numerous new scholars and moved the field as a whole out of its doldrums.

An examination of attributions and emotions in the transactional approach to the organizational stress process

Abstract: Although the transactional model of the stress process (Lazarus, 1966, 1993; Lazarus and Folkman, 1984, 1987) continues to be utilized in a significant amount of stress research, much of the current literature on job stress focuses on pinpointing objective stressors. This paper examines Lazarus' transactional appraisal approach and includes a specific discussion of the process by which employees' attributions regarding stressors and the resulting emotions significantly influence their choices of coping mechanisms. Given that a single work event can be interpreted in a variety of ways, the role of individuals' cognitive processing is being ignored by much of the current empirical stress research. This paper examines and highlights the importance of the cognitive and emotional components within the organizational stress process. Copyright © 1999 John Wiley & Sons, Ltd.

System and method for assessing effectiveness of internet marketing campaign

Abstract: A Web advertising measurement system that correlates the number of impressions of Web advertisements (30, 32, 34) with post-impression transactional activity to measure the effectiveness of the advertisements (30, 32, 34). When a user clicks on a banner advertisement (30, 32, 34), an impression is established and the user's identification is recorded. Then, when the user undertakes post-impression transactional activity such as downloading software related to the advertisement (30, 32, 34), ordering products and services related to the advertisement (30, 32, 34), and so on, the transactional activity along with the user's identification is recorded. Based on the user identifications, the number of impressions associated with the advertisements (30, 32, 34) are correlated to the post-impression transactional activity as a measure of effectiveness of each advertisement (30, 32, 34).

Behavioral integrity as a critical ingredient for transformational leadership

Abstract: Behavioral integrity is the perceived fit between espoused and enacted values. We propose that the maintenance of behavioral integrity is a highly problematic and consequential element of the successful management of change. Support for this view is drawn from the literatures on management fads, transformational leadership, trust and source credibility. Practical implications are developed.

Rethinking Leadership: A Collection of Articles

Abstract: Foreword by Carl Glickman Prologue: On Rethinking Leadership: A Conversation With Tom Sergiovanni by Ron Brandt Section 1. Leadership as a Moral Craft Leadership and Excellence in Schooling Administering as a Moral Craft New Sources of Leadership Authority Leadership as Stewardship Section 2. The Developmental Stages of Leadership Adding Value to Leadership Gets Extraordinary Results Why Transformational Leadership Works and How to Provide It The Roots of School Leadership Why We Should Seek Substitutes for Leadership Section 3. Leading the Learning Community Changing Our Theory of Schooling Leadership as a Practice Getting Practical The Eight Basic Competencies Section 4. Value-Added Leadership The Lifeworld of Leadership The Virtues of Leadership Craftsman Leaders Are Critical Index

Building Leaders : How Successful Companies Develop the Next Generation

Abstract: Preface The Authors The New Imperative: Building Effective Leaders Throughout the Company OUT OF THE CLASSROOM, INTO THE TRENCHES: EVALUATING APPROACHES TO CORPORATE LEADRERSHIP DEVELOPMENT Developing the Individual Leader How National Australia Bank Develops Leaders Socializing Company Vision and Values How Federal Express and PepsiCo Socialize Vision and Values Strategic Leadership Initiatives Ernst Young's Leadership 2000 Strategic Leadership Initiative THE FUTURE IS NOW: BUILDING TWENTY-FIRST CENTURY LEADERS Action Learning: The New Paradigm for Leadership Development What Matters: Competencies for the New Century References Index.

Christian spirituality and contemporary business leadership

Abstract: In what way does Christian spirituality impact contemporary business leadership? This short article provides examples of some executives whose personal spiritual tradition deeply informs and shapes their leadership Themes reported include a sense of leadership as a calling, the desire to integrate deeply held personal values with the leadership role, and spirituality as a source of courage when facing daunting challenges

The Making of Educational Leaders

Abstract: Part One Framing leadership: the meaning of leadership leadership as a career formative agencies. Part Two Formation: the identities of leaders the values of leaders the styles of leaders. Part Three accession: succeeding leaders selected leaders inducting leaders.

Law, Relationships, and Private Enforcement: Transactional Strategies of Russian Enterprises

Abstract: We examine how Russian enterprises do business with one another, focusing on the strategies used to obtain efficiency and predictability in their transactions. Using survey data, the paper analyzes the relative importance of relational contracting, self-enforcement, enterprise networks, private security firms, administrative institutions, and courts. Enterprise-to-enterprise negotiations are preferred, but courts are used when disputes resist resolution through negotiation. Consistently, little evidence suggests enterprises resort to private enforcement, indicating overstatement in the supposed connection between weakness in law and the mafia's rise. Legacies of the old administrative enforcement mechanisms are few, although enterprise networks from Soviet days remain resilient.

Leadership and culture: Work-related values and leadership styles among one company's U.S. and German telecommunication employees

Abstract: This survey-based study examines differences in leadership styles and work-related values among managers, engineers, and production employees of one company's U.S. and German telecommunication employees. Using Bass and Avolio's Full-Range Leadership theory and Hofstede's theory of culture, the results reveal lower levels of transformational leadership styles among German employees, but no differences in leadership styles among different job categories in either country. There were country-level differences in culture that explained a portion of the variance in leadership scores. Job category also had a main effect on cultural values. The study points to patterns of work-related values different from those predicted in earlier research, and to the need for further refinement of research in leadership theory and our understanding of culture.