Showing papers on "Transactional leadership published in 2005"

Authentic leadership development: Getting to the root of positive forms of leadership

Abstract: This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.

Leader-Member Exchange as a Mediator of the Relationship Between Transformational Leadership and Followers' Performance and Organizational Citizenship Behavior

Abstract: We developed a model in which leader-member exchange mediated between perceived transformational leadership behaviors and followers' task performance and organizational citizenship behaviors. Our s...

Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes

Abstract: We sought to examine the concept of authentic leadership and discuss the influences of authenticity and authentic leadership on leader and follower eudaemonic well-being, as well as examine the processes through which these influences are realized. This was accomplished in four ways. First, we provide an ontological definition of authentic leadership, rooted in two distinct yet related philosophical approaches to human well-being: hedonism and eudaemonia. Second, we develop a multi-component model of authentic leadership based on recent theoretical developments in the area of authenticity. The resulting model consists of self-awareness, unbiased processing, authentic behavior/acting and authentic relational orientation. Third, we discuss the personal antecedents (leader characteristics) of authentic leadership as well as the outcomes of authentic leadership for both leaders and followers and examine the processes linking authentic leadership to its antecedents and outcomes. Fourth, we discuss the implications of this work for authentic leadership theory and then provide some practical

What we know about Leadership

Abstract: This article reviews the empirical literature on personality, leadership, and organizational effectiveness to make 3 major points. First, leadership is a real and vastly consequential phenomenon, perhaps the single most important issue in the human sciences. Second, leadership is about the performance of teams, groups, and organizations. Good leadership promotes effective team and group performance, which in turn enhances the well-being of the incumbents; bad leadership degrades the quality of life for everyone associated with it. Third, personality predicts leadership—who we are is how we lead—and this information can be used to select future leaders or improve the performance of current incumbents. A very smart political scientist friend used to say, “The fundamental question in human affairs is, who shall rule?” We think the fundamental question is, “who should rule?” Leadership is one of the most important topics in the human sciences and historically one of the more poorly understood; it is important for two reasons. First, leadership solves the problem of how to organize collective effort; consequently, it is the key to organizational effectiveness. With good leadership, organizations (governments, corporations, universities, hospitals, armies) thrive and prosper. When organizations succeed, the financial and psychological well

The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review:

Abstract: The literature on general management research often identifies leadership style as a critical success factor impacting individual and organizational performance. In this paper, commissioned by the Project Management Institute, the authors survey the recent literature on project management to determine whether project management researchers consider leadership style a critical success factor when managing projects and whether they believe leadership style impacts project outcome. This paper opens by outlining the purpose of this study and then describing the general management literature on leadership styles and competence in relation to four elements: 20th century leadership theory; team behavior; managerial behavior; and leadership competence. It then looks at the literature on project management and discusses the research on the relationship between a project manager's leadership style and competence and project outcome and success. It then identifies and explains six points concerning the project manager leadership style and competence that researchers have most frequently explored. The paper concludes by detailing this review's findings and by suggesting ideas on this topic that researchers could further explore. ABSTRACT FROM AUTHOR Copyright of Project Management Journal is the property of John Wiley & Sons, Inc. / Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.

Spiritual values and practices related to leadership effectiveness

Abstract: This review of over 150 studies shows that there is a clear consistency between spiritual values and practices and effective leadership. Values that have long been considered spiritual ideals, such as integrity, honesty, and humility, have been demonstrated to have an effect on leadership success. Similarly, practices traditionally associated with spirituality as demonstrated in daily life have also been shown to be connected to leadership effectiveness. All of the following practices have been emphasized in many spiritual teachings, and they have also been found to be crucial leadership skills: showing respect for others, demonstrating fair treatment, expressing caring and concern, listening responsively, recognizing the contributions of others, and engaging in reflective practice.

Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline

Abstract: Spiritual leadership theory (SLT) is a causal leadership theory for organizational transformation designed to create an intrinsically motivated, learning organization. Spiritual leadership comprises the values, attitudes, and behaviors required to intrinsically motivate one’s self and others in order to have a sense of spiritual survival through calling and membership—i.e., they experience meaning in their lives, have a sense of making a difference, and feel understood and appreciated. The effect of spiritual leadership in establishing this sense of leader and follower spiritual survival is to create value congruence across the strategic, empowered team, and individual levels to, ultimately, foster higher levels of organizational commitment, productivity, and employee well-being. The primary purpose of this research is to test the SLT causal model that hypothesizes positive relationships among the qualities of spiritual leadership, spiritual survival, and organizational productivity and commitment using longitudinal data from a newly formed Apache Longbow helicopter attack squadron at Ft. Hood, Texas. The results provide strong initial support for SLT and its measures. A methodology was developed for establishing a baseline for future organizational development interventions as well as an action agenda for future research on spiritual leadership in general and Army training and development in particular. We conclude that spiritual leadership theory offers promise as a springboard for a new paradigm for leadership theory, research, and practice given that it (1) incorporates and extends transformational and charismatic theories as well as ethics- and valuesbased theories (e.g., authentic and servant leadership) and (2) avoids the pitfalls of measurement model misspecification.

Developing a Leadership Identity: A Grounded Theory.

Abstract: This grounded theory study on developing a leadership identity revealed a 6-stage developmental process. The thirteen diverse students in this study described their leadership identity as moving from a leader-centric view to one that embraced leadership as a collaborative, relational process. Developing a leadership identity was connected to the categories of developmental influences, developing self, group influences, students' changing view of self with others, and students' broadening view of leadership. A conceptual model illustrating the grounded theory of developing a leadership identity is presented.

Achieving relational authenticity in leadership: Does gender matter?

Abstract: This article presents a relational view of leaders' authenticity by arguing that much more is required of leaders than transparently conveying and acting on their values. Achieving relational authenticity requires that followers accord leaders the legitimacy to promote a set of values on behalf of a community. Only under such conditions can leaders elicit the personal and social identification of followers that can enhance the success of a group, organization, or society. This article presents evidence that obtaining this identification is more challenging for female than male leaders and more generally for members of outsider groups that have traditionally not had access to particular leadership roles. The training of women and outsiders for leadership should focus on these relational aspects of achieving authenticity as a leader.

Distributed leadership: developing theory from practice

Abstract: Hopes that the transformation of schools lies with exceptional leaders have proved both unrealistic and unsustainable. The idea of leadership as distributed across multiple people and situations has proven to be a more useful framework for understanding the realities of schools and how they might be improved. However, empirical work on how leadership is distributed within more and less successful schools is rare. This paper presents key concepts related to distributed leadership and illustrates them with an empirical study in a school‐improvement context in which varying success was evident. Grounding the theory in this practice‐context led to the identification of some risks and benefits of distributing leadership and to a challenge of some key concepts presented in earlier theorizing about leadership and its distribution.

Social identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality

Abstract: Traditional models see leadership as a form of zero-sum game in which leader agency is achieved at the expense of follower agency and vice versa. Against this view, the present article argues that leadership is a vehicle for social identity-based collective agency in which leaders and followers are partners. Drawing upon evidence from a range of historical sources and from the BBC Prison Study, the present article explores the two sides of this partnership: the way in which a shared sense of identity makes leadership possible and the way in which leaders act as entrepreneurs of identity in order to make particular forms of identity and their own leadership viable. The analysis also focuses (a) on the way in which leaders' identity projects are constrained by social reality, and (b) on the manner in which effective leadership contributes to the transformation of this reality through the initiation of structure that mobilizes and redirects a group's identity-based social power.

Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders

Abstract: Recently researchers have introduced a new leadership construct, referred to as authentic leadership. There has been considerable interest in this new area of study. Scholars conducting work on authentic leadership believe that the recent upswing in corporate scandals and management malfeasance indicate that a new perspective on leadership is necessary. In order to address these negative societal trends, proponents of authentic leadership take a very normative approach, placing a strong emphasis on the creation of interventions to facilitate the development of authenticity. We concur with the basic tenets of this initiative. However, in this article, we note that it is premature to focus on designing interventions to develop authentic leaders before taking further steps in defining, measuring, and rigorously researching this construct. We draw attention to these issues with the hope of insuring that any development initiatives that are implemented are practical and effective for leaders and organizations.

Authentic leadership and the narrative self

Abstract: Contemporary leadership theory and practice describes authenticity in relation to self-awareness of one's fundamental values and purpose, and attributes the motivational effects of leadership to the consistency of leader's values and behaviors and the concordance of their values with those of followers. Drawing from hermeneutic philosophy, I offer a different perspective on authenticity in leadership that is based on the framework of the narrative self. This framework suggests that authenticity is not achieved by self-awareness of one's inner values or purpose, but instead is emergent from the narrative process in which others play a constitutive role in the self. Implications of this framework for research and for the practice of ethical leadership are discussed.

Dialectics of leadership

Abstract: Mainstream leadership studies tend to privilege and separate leaders from followers. This article highlights the value of rethinking leadership as a set of dialectical relationships. Drawing on post-structuralist perspectives, this approach reconsiders the relations and practices of leaders and followers as mutually constituting and co-produced. It also highlights the tensions, contradictions and ambiguities that typically characterize these shifting asymmetrical and interdependent leadership dynamics. Exploring three interrelated ‘dialectics’ (control/resistance, dissent/consent and men/women), the article raises a number of issues frequently neglected in the mainstream literature. It emphasizes that leaders exercise considerable power, that their control is often shifting, paradoxical and contradictory, that followers’ practices are frequently proactive, knowledgeable and oppositional, that gender crucially shapes control/resistance/consent dialectics and that leaders themselves may engage in workplace ...

Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents:

Abstract: Relationships between leaders' motivation and their use of charismatic, transactional, and / or transformational leadership were examined in this study. One hundred eighty-six leaders and 759 direc...

Leadership: Limits and Possibilities

Abstract: Introduction What is Leadership: Person, Result, Position or Process? Leadership as Person: Putting the "Ship" Back into Leadership Leadership as Results: Putting the Subjunctive Back Where it Belongs Leadership as Process: Leadership as a Reflection of Community Leadership as Position: Hydras and Elephants Bibliography Index

Connecting teacher leadership and school improvement

Abstract: Preface About the Author Part I: Unpacking the Concept 1. Introduction to Teacher Leadership 2. Forces Supporting Teacher Leadership 3. Teacher Leadership: A Theory in Action 4. The Skills, Attributes, and Knowledge of Teacher Leaders 5. Pathways to Teacher Leadership Part II: Overcoming Barriers and Capturing Opportunities 6. Confronting Organizational and Cultural Barriers 7. Promoting Teacher Leadership From the Principal's Office 8. Developing Teacher Leaders 9. Conclusion References Index

CSR Business as Usual? The Case of the Tobacco Industry

Abstract: Tobacco companies have started to position themselves as good corporate citizens. The effort towards CSR engagement in the tobacco industry is not only heavily criticized by anti-tobacco NGOs. Some opponents such as the the World Health Organization have even categorically questioned the possibility of social responsibility in the tobacco industry. The paper will demonstrate that the deep distrust towards tobacco companies is linked to the lethal character of their products and the dubious behavior of their representatives in recent decades. As a result, tobacco companies are not in the CSR business in the strict sense. Key aspects of mainstream CSR theory and practice such as corporate philanthropy, stakeholder collaboration, CSR reporting and self-regulation, are demonstrated to be ineffective or even counterproductive in the tobacco industry. Building upon the terminology used in the leadership literature, the paper proposes to differentiate between transactional and transformational CSR arguing that tobacco companies can only operate on a transactional level. As a consequence, corporate responsibility in the tobacco industry is based upon a much thinner approach to CSR and has to be conceptualized with a focus on transactional integrity across the tobacco supply chain.

Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial firms

Abstract: This study explores the nature of the relationship between transformational leadership and two work-related attitudes, organizational commitment and job satisfaction, by comparing Kenya and the United States. The results show that transformational leadership has a strong and positive effect on organizational commitment and job satisfaction in both cultures. Simultaneous factor analyses in several populations (SIFASP), using AMOS maximum likelihood procedure, provides evidence of conceptual and measurement equivalence for all three measures (transformational leadership, organizational commitment, and job satisfaction) employed in this study.

Schema Theory Revisited

Abstract: During the 1970s, schema theory gained prominence as reading researchers took up early work by cognitive scientists to explore the role of schemas in reading. In the 1980s and ’90s, the field shifted as researchers increasingly used sociocultural theories, particularly the work of L. S. Vygotsky, to frame investigations of literacy. This article provides a brief review of schema theory as situated in literacy studies. The authors review various conceptions of schema theory to consider how recent social and cultural perspectives might prompt reconsideration of schemas as transactional and embodied constructs. Concomitantly, they explore how earlier conceptions of schema theory may assist researchers in their articulation of concepts such as ideal and material tools and the role of activity in Vygotsky’s work. The article concludes with considerations of implications for future work.

Relationships between Measures of Leadership and School Climate.

Abstract: Introduction Education leadership is possibly the most important single determinant of an effective learning environment. Change leaders must understand procedures and processes that create the conditions necessary for organizational improvement. Skilled leaders correctly envision future needs and empower others to share and implement that vision. Building principals must be able to assess and evaluate the impact and perceptions of their leadership styles. Fullan (2002) points out that "Only principals who are equipped to handle a complex, rapidly changing environment can implement the reforms that lead to sustained improvement in student achievement" (p. 16). Indeed, principals must deal with the various levels of skills and abilities of their faculty and a continuity of divergent situations within today's complex school environment. Bolman and Deal (1991) describe the balance between leadership and management. Organizations which are overmanaged but underled eventually lose any sense of spirit or purpose. Poorly managed organizations with strong charismatic leaders may soar temporarily only to crash shortly thereafter. The challenges of modern organizations require the objective perspective of the manager as well as the brilliant flashes of vision and commitment that wise leadership provides. (pp. xiii-xiv) Because schools have become very complex organizations, principals must move beyond occasional brilliant flashes to methods of continuous improvement. The variables associated with improved student achievement have been a focus of researchers for many years. Now, the No Child Left Behind Act (NCLB) has significantly increased the pressure to improve student achievement. Waters, Marzano, and McNulty (2004) reported that effective school leadership substantially boosts student achievement. School climate, leadership, and quality instruction are frequently associated with effective schools. In this study, we investigated the relationships between selected dimensions of leadership and measures of school climate. In addition, principals' perceptions of their own leadership styles were compared with teachers' perceptions of their principals' leadership styles. Leadership Researchers have attempted to quantify the leadership process and establish relationships between dimensions of leadership, school climate, teacher effectiveness, and student learning (Deal & Peterson, 1990; Maehr, 1990; Waters, et al. 2004). Early research by Brookover (1979), Edmonds (1979), and Rutter, Maughn, Mortimore, and Ouston (1979) found that correlates of effective schools include strong leadership, a climate of expectation, an orderly but not rigid atmosphere, and effective communication. These researchers and others suggest that the presence or absence of a strong educational leader, the climate of the school, and attitudes of the teaching staff can directly influence student achievement. Research has related effective school leadership to significant increases in student achievement. Waters, Marzano, and McNulty (2004) conducted a meta analysis of 70 studies on education leadership and established 21 leadership responsibilities that are significantly related to higher levels of student achievement. Blake and Mouton (1985) indicated that leaders who fully understand leadership theory and improve their ability to lead are able to reduce employee frustration and negative attitudes in the work environment. As instructional leaders, principals can foster an understanding of the school vision, facilitate implementation of the mission, and establish the school climate. Ubben and Hughes (1992) stated that principals could create a school climate that improves the productivity of both staff and students and that the leadership style of the principal can foster or restrict teacher effectiveness. Hersey and Blanchard (1988) discussed leadership in relationship to several factors: preferred style of leadership, maturity of followers, expectations of followers, and task at hand. …

Leadership with inner meaning: A contingency theory of leadership based on the worldviews of five religions

Abstract: The purpose of this article is to create the foundation for a contingency theory of leadership based on the inner values and worldviews of five major religious traditions: Islam, Christianity, Judaism, Hinduism and Buddhism. The article identifies similarities and differences in the implicit leadership models among these five religious traditions. It further explores the implications of this model for organizational leadership in an increasingly uncertain and evolving global economy, where not only cultures but also religions, their belief systems and their values, are in increasing contact and interaction. We develop and describe a multiple-level ontological model of being to expand upon and enlarge the currently accepted behavior-based contingency theories of leadership. The article proposes and creates an integrative model of organizational leadership based on inner meaning, leader values, vision and moral examples at multiple levels of being as an extension to prior behavior-based contingency theories of organizational leadership.

The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification ☆

Abstract: In this study, we examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness–connectedness self-schema, and positive and negative affectivity. Data from 502 services employees indicated significant positive effects of transformational and transactional leadership perceptions on organizational identification. Regarding the moderating role of individual differences, our data showed that the positive relationship of transformational leadership and organizational identification was stronger for individuals of low positive affectivity as well as for employees of high negative affectivity. In addition, results indicated that transactional leadership had a stronger positive effect on organizational identification for individuals characterized by a connected self-schema.

Linking the Big Five-Factors of personality to charismatic and transactional leadership; perceived dynamic work environment as a moderator

Abstract: In this multi-source study we investigated the relationships between the Big Five personality traits and both charismatic and transactional leadership behavior, and whether dynamism (the degree that the work environment is deemed dynamic) moderates these relationships. We also tested whether dynamism moderates the relationship between leadership behavior and effectiveness. Personality was measured through self ratings using the NEO-PI-R. Subordinates rated their leaders' behavior, and peers and superiors provided ratings of effectiveness. Consistent with trait activation theory, results showed that perceived dynamic work environment moderated the relationships of four of the Big Five-Factors with both charismatic and transactional leadership. Also, charismatic leadership was positively related to perceived effectiveness, but only in dynamic contexts. Copyright © 2005 John Wiley & Sons, Ltd.