Showing papers on "Transactional leadership published in 2007"
1,550 citations
TL;DR: This article investigated the relationship between two types of change-oriented leadership (transformational leadership and managerial openness) and subordinate improvement-oriented voice in a two-phase study and found that openness is more consistently related to voice, given controls for numerous individual differences in subordinates' personality, satisfaction, and job demography.
Abstract: We investigate the relationships between two types of change-oriented leadership (transformational leadership and managerial openness) and subordinate improvement-oriented voice in a two-phase study. Findings from 3,149 employees and 223 managers in a restaurant chain indicate that openness is more consistently related to voice, given controls for numerous individual differences in subordinates’ personality, satisfaction, and job demography. This relationship is shown to be mediated by subordinate perceptions of psychological safety, illustrating the importance of leaders in subordinate assessments of the risks of speaking up. Also, leadership behaviors have the strongest impact on the voice behavior of the best-performing employees.
1,524 citations
TL;DR: Shared leadership refers to a team property whereby leadership is distributed among team members rather than focused on a single designated leader as mentioned in this paper, and is defined as "a team property that allows team members to focus on their individual goals rather than a single leader".
Abstract: Shared leadership refers to a team property whereby leadership is distributed among team members rather than focused on a single designated leader. We examined antecedent conditions that lead to th...
1,260 citations
Posted Content•
TL;DR: In this paper, the authors proposed a model of the impact of transformational leadership both on followers' creativity at the individual level and on innovation at the organizational level, and tested on 163 R&D personnel and managers at 43 micro-and small-sized Turkish software development companies.
Abstract: This study proposes a model of the impact of transformational leadership both on followers' creativity at the individual level and on innovation at the organizational level. The model is tested on 163 R&D personnel and managers at 43 micro- and small-sized Turkish software development companies. The results suggest that transformational leadership has important effects on creativity at both the individual and organizational levels. At the individual level, the results of hierarchical linear modeling show that there is a positive relationship between transformational leadership and employees' creativity. In addition, transformational leadership influences employees' creativity through psychological empowerment. At the organizational level, the results of regression analysis reveal that transformational leadership positively associates with organizational innovation, which is measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. The implications of the findings along with some potential practical applications are discussed.
1,099 citations
TL;DR: It is argued that combinations of traits and attributes, integrated in conceptually meaningful ways, are more likely to predict leadership than additive or independent contributions of several single traits.
Abstract: The trait-based perspective of leadership has a long but checkered history. Trait approaches dominated the initial decades of scientific leadership research. Later, they were disdained for their inability to offer clear distinctions between leaders and nonleaders and for their failure to account for situational variance in leadership behavior. Recently, driven by greater conceptual, methodological, and statistical sophistication, such approaches have again risen to prominence. However, their contributions are likely to remain limited unless leadership researchers who adopt this perspective address several fundamental issues. The author argues that combinations of traits and attributes, integrated in conceptually meaningful ways, are more likely to predict leadership than additive or independent contributions of several single traits. Furthermore, a defining core of these dominant leader trait patterns reflects a stable tendency to lead in different ways across disparate organizational domains. Finally, the author summarizes a multistage model that specifies some leader traits as having more distal influences on leadership processes and performance, whereas others have more proximal effects that are integrated with, and influenced by, situational parameters.
802 citations
TL;DR: Leadership theory and research needs to move to the next level of integration--considering the dynamic interplay between leaders and followers, taking into account the prior, current, and emerging context--for continued progress to be made in advancing both the science and practice of leadership.
Abstract: The agenda for theory and research in the field of leadership studies has evolved over the last 100 years from focuses on the internal dispositions associated with effective leaders to broader inquiries that include emphases on the cognitions, attributes, behaviors, and contexts in which leaders and followers are dynamically embedded and interact over time. Leadership theory and research has reached a point in its development at which it needs to move to the next level of integration--considering the dynamic interplay between leaders and followers, taking into account the prior, current, and emerging context--for continued progress to be made in advancing both the science and practice of leadership.
770 citations
TL;DR: In this paper, the authors propose a definition and a descriptive model of destructive leadership behavior, defined as the systematic and repeated behaviour by a leader, supervisor or manager that violates the legitimate interest of the organisation by undermining and/or sabotaging the organisation's goals, tasks, resources, and effectiveness and/ or the motivation, well-being or job satisfaction of his/her subordinates.
Abstract: This paper proposes a definition and a descriptive model of destructive leadership behaviour. Destructive leadership behaviour is defined as the systematic and repeated behaviour by a leader, supervisor or manager that violates the legitimate interest of the organisation by undermining and/or sabotaging the organisation's goals, tasks, resources, and effectiveness and/or the motivation, well-being or job satisfaction of his/her subordinates. Three categories of such destructive leadership are identified in the proposed model: tyrannical, derailed, and supportive–disloyal leadership behaviour. The model may provide a useful link between the field of leadership and research on bullying, counterproductive behaviour, and aggression at work. The model contributes to a more nuanced concept of destructive leadership showing how destructive leadership behaviours also may have constructive elements.
758 citations
TL;DR: In this article, a conceptual framework is proposed that leaders' chronic self-regulatory focus (promotion versus prevention), in conjunction with their values, influences their motivation to lead and subsequently their leadership behavior.
Abstract: In this paper we integrate recent theories of motivation and leadership. Drawing on the self-regulatory focus theory and on self-concept based theories of leadership, we develop a conceptual framework proposing that leaders' chronic self-regulatory focus (promotion versus prevention), in conjunction with their values, influences their motivation to lead and, subsequently, their leadership behavior. We further suggest that leaders may influence the motivational self-regulatory foci of their followers, which will mediate different follower outcomes at the individual and group level.
721 citations
TL;DR: In this article, the authors present an integrative model of trust in leadership and present an integrated model to examine the factors that foster trust in leaders and the outcomes of this trust, but no comprehensive model has been presented to systematically examine these factors.
Abstract: Leaders have been argued to play a key role in determining organizational effectiveness across all levels (e.g., individual, team, unit) that exist within organizations. A key component in a leader's ability to be effective within such environments is the degree to which subordinates and co-workers trust him/her. Therefore, it is not surprising that researchers and practitioners alike are interested in identifying the mechanisms through which trust in leadership can be developed as well as those factors which moderate this relationship [e.g., Gillespie, N. A., Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19, 588–607; Kouzes and Posner, 1995; Roberts, K. H., O'Reilly, C. A. (1974). Failures in upward communication in organizations: Three possible culprits. Academy of Management Journal, 17, 205–215; Whitener, E. M. (1997). The impact of human resource activities on employee trust. Human Resource Management Review, 7, 389–404]. Despite this, research that has addressed the factors that foster trust in leaders and the outcomes of this trust has been disjointed and, as yet, no comprehensive model has been presented to systematically examine these factors. Therefore, the purpose of this article will be to present an integrative model of trust in leadership.
702 citations
TL;DR: In this paper, a structural equation model and data from 408 large firms in four sectors supported the hypotheses that leadership style, an individual feature, and organizational learning, a collective process, simultaneously and positively affect firm innovation.
TL;DR: The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.
Abstract: The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.
TL;DR: In this article, the authors proposed a model made up of four categories of leadership skill requirements: Cognitive skills, interpersonal skills, business skills, and strategic skills, which are then tested in a sample of approximately 1000 junior, mid-level, and senior managers, comprising a full career track in the organization.
Abstract: Leadership scholars have called for additional research on leadership skill requirements and how those requirements vary by organizational level. In this study, leadership skill requirements are conceptualized as being layered (strata) and segmented (plex), and are thus described using a strataplex. Based on previous conceptualizations, this study proposes a model made up of four categories of leadership skill requirements: Cognitive skills, Interpersonal skills, Business skills, and Strategic skills. The model is then tested in a sample of approximately 1000 junior, midlevel, and senior managers, comprising a full career track in the organization. Findings support the “plex” element of the model through the emergence of four leadership skill requirement categories. Findings also support the “strata” portion of the model in that different categories of leadership skill requirements emerge at different organizational levels, and that jobs at higher levels of the organization require higher levels of all leadership skills. In addition, although certain Cognitive skill requirements are important across organizational levels, certain Strategic skill requirements only fully emerge at the highest levels in the organization. Thus a strataplex proved to be a valuable tool for conceptualizing leadership skill requirements across organizational levels.
TL;DR: In this paper, the authors investigated patterns of leadership distribution and characteristics of non-administrative leaders, and the factors promoting and inhibiting the distribution of leadership functions in a district.
Abstract: In this study, we inquired about patterns of leadership distribution, as well as which leadership functions were performed by whom, the characteristics of nonadministrative leaders, and the factors promoting and inhibiting the distribution of leadership functions. We consider our account of distributed leadership in this district to be a probable example of “best practice” at the present time—not perfect, but likely more mature than average by a significant degree. The most noteworthy detail to emerge from our study was the critical part played by formal school and district leaders in helping to foster apparently productive forms of distributed leadership.
TL;DR: In this article, a frontier of leadership development is examined involving the respective roles of levels-of-analysis and identity in constructing an integrated development system, in which individual and relational leadership identities are the focus of developmental efforts at lower organizational levels (e.g., individual contributor and first-level supervisor) but collective identities become the focus at higher levels.
TL;DR: In this paper, the authors examine the theoretic foundations for educational leadership and management, assess different leadership models, and discuss the evidence of their relative effectiveness in developing successfu l schools.
Abstract: There is great interest in educational leadership in the early part of the 21st century because of the widespread belief that the quality of leadership makes a significant difference to school and student outcomes. There is also increasing recognition that schools require effective leaders and managers if they are to provide the best po ssible education for their learners. Schools need trained and committed teachers but they, in turn, need the leadership of highly effective principals and support from other senior and middle managers. While the need
for eff ective lead ers is widely acknowledged, there is much less certainty about which leadership behaviours are most likely to produce favourable outcomes.
I examine the theoretic al underpinnings for the fie ld of educational leadership and management, assess different leadership models, and discuss the evidence
of their relative effectiveness in developing successfu l schools.
TL;DR: In this paper, a field study of employees involved in a major acquisition integration addressed the relationships that leadership and climate had with subordinate acquisition acceptance, performance, and job satisfaction in an uncertain environment.
Abstract: This field study of employees involved in a major acquisition integration addressed the relationships that leadership and climate had with subordinate acquisition acceptance, performance, and job satisfaction in an uncertain environment. Transformational leadership was positively related to acquisition acceptance, supervisor-rated performance, and job satisfaction (p < .01). Transformational leaders also impacted subordinate outcomes through the perceived climate they created for goal clarity and support for creative thinking. Both goal clarity and support for creative thinking partially mediated the relationship between transformational leadership and job satisfaction (p < .01; N = 447). Goal clarity did not mediate the relationship between transformational leadership and performance, but was positively related to performance (p < .05; N = 344). Support for creative thinking fully mediated the relationship between transformational leadership and acquisition acceptance (p < .01; N = 432). Implications for future research and for managers engaged in acquisition integrations are discussed.
Book•
09 Mar 2007TL;DR: Bennis and Gergen as mentioned in this paper presented a research study on the development of authentic leaders, focusing on the following three stages: Transformation from "I" to "We," Discovering Your Authentic Leadership, Staying Grounded, and Empowering People to Lead.
Abstract: Acknowledgments. The Authors. Editor's Note (Warren Bennis). Foreword (David Gergen). Introduction: True North. Part One: Leadership Is a Journey. 1. The Journey to Authentic Leadership. 2. Why Leaders Lose Their Way. 3. Transformation From "I" to "We." Part Two: Discover Your Authentic Leadership. 4. Knowing Your Authentic Self. 5. Practicing Your Values and Principles. 6. What Motivates You to Be a Leader? 7. Building Your Support Team. 8. Staying Grounded: Integrating Your Life. Part Three: Empowering People to Lead. 9. Leadership with Purpose and Passion. 10. Empowering People to Lead. 11. Honing Your Leadership Effectiveness. Epilogue: The Fulfillment of Leadership. Appendixes. A Research Study on Development of Authentic Leaders. B Authentic Leaders Interviewed for True North. C Leadership Exercises for Each Chapter. References. Index.
Book•
01 Jan 2007
TL;DR: The authors examines what it means to take a distributed perspective based on extensive research and a rich theoretical perspective developed by experts in the field, and provides clear examples of how taking a distributed viewpoint can help researchers understand and connect more directly to leadership practice and illustrates that the day-to-day practice of leadership is an important line of inquiry for scholars and those interested in improving school leadership.
Abstract: Distributed leadership has become an important term for educational policymakers, practitioners, and researchers in the United States and around the world, but there is much diversity in how the term is understood. Some use it as a synonym for democratic or participative leadership. This book examines what it means to take a distributed perspective based on extensive research and a rich theoretical perspective developed by experts in the field.Including numerous case studies of individual schools and providing empirically based accounts of school settings using a distributed perspective, this thorough volume: explores how a distributed perspective is different from other frameworks for thinking about leadership; provides clear examples of how taking a distributed perspective can help researchers understand and connect more directly to leadership practice; and illustrates that the day-to-day practice of leadership is an important line of inquiry for scholars and those interested in improving school leadership.
TL;DR: In this paper, the mediating processes by which transformational leadership influences follower performance and innovation are investigated. But, they do not expect these mediating effects to hold for the relationship between transactional leadership and follower performance, respectively.
Abstract: This study sheds light on the mediating processes by which transformational leadership influences follower performance and innovation, respectively. We hypothesize that transformational leaders boost follower performance by stimulating organizational citizenship behavior, whereas they enhance follower innovation by triggering controversial discussion of task related issues (debate). On the contrary, we do not expect these mediating effects to hold for the relationship between transactional leadership and follower performance and innovation, respectively. Our hypotheses were confirmed in an empirical study of N = 91 leaders from 91 German companies. Conclusions for leadership research are drawn. Key words: debate, innovation, organizational citizenship behavior, transactional leadership, transformational leadership
TL;DR: In this paper, the role of leadership in complex systems is investigated and it is shown that as enablers, leaders disrupt existing patterns of behavior, encourage novelty, and make sense of emerging events for others.
Abstract: As complex systems, organizations exist far from equilibrium where the ongoing interaction of system components leads to emergent and self-organizing behavior. What, then, is the role of leadership in systems where change often emerges in unexpected ways? In this paper, we build on the work of Marion and Uhl-Bien who suggest that in complex systems leaders enable rather than control the future. While traditional views of leadership focus on the leader's responsibility for determining and directing the future through heavy reliance on control mechanisms, we offer empirical support for a different view of leadership based on a complexity perspective of organizations. Our findings show that as enablers, leaders disrupt existing patterns of behavior, encourage novelty, and make sense of emerging events for others. The results of our qualitative study include a set of research propositions as well as a discussion of the implications for managers and researchers.
Posted Content•
TL;DR: In this article, the authors investigated the impact of transformational leadership on organizational innovation, and to determine whether internal and external support for innovation as contextual conditions influence this effect, and they found that the relationship between transformational leaders and organizational innovation was stronger when external support was at high levels than when there was no external support.
Abstract: Leadership has been suggested to be an important factor affecting innovation. A number of studies have shown that transformational leadership positively influences organizational innovation. However, there is a lack of studies examining the contextual conditions under which this effect occurs or is augmented. Therefore, this study aimed to investigate the impact of transformational leadership on organizational innovation, and to determine whether internal and external support for innovation as contextual conditions influence this effect. Organizational innovation was conceptualized as the tendency of the organization to develop new or improved products or services and its success in bringing those products or services to the market. Transformational leadership was hypothesized to have a positive influence on organizational innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which refers to an innovation supporting climate and adequate resources allocated to innovation. Support received from external organizations for the purposes of knowledge and resource acquisition was also proposed to moderate the relationship between transformational leadership and organizational innovation. In order to test these hypotheses data were collected from 163 RD whereas, managers' questionnaires included questions about product innovations of their companies, and the degree of support they received from external institutions. Organizational innovation was measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. Hierarchical regression analysis was used to test the hypothesized effects. The results of the analysis provided support for the positive influence of transformational leadership on organizational innovation. This finding is significant because this positive effect was identified in micro- and smallsized companies while previous research focused mainly on large companies. In addition, external support for innovation was found to significantly moderate this effect. Specifically, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. This study is the first to investigate and empirically show the importance of this contextual condition for organizational innovation. The moderating effect of internal support for innovation, however, was not significant. This study shows that transformational leadership is an important determinant of organizational innovation and encourages managers to engage in transformational leadership behaviors in order to promote organizational innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of management training and development in developed countries, should also be incorporated into such programs in developing countries. Moreover, this study highlights the importance of external support in the organizational innovation process. The results suggest that technical and financial support received from outside the organization can be a more important contextual influence in boosting up innovation than an innovation-supporting internal climate. Therefore, managers, particularly of micro- and small-sized companies, should play external roles such as boundary spanning and should build relationships with external institutions that provide technical and financial support. The findings of this study are especially important for managers of companies that plan to or currently operate in countries with developing economies.
TL;DR: The authors investigated the effects of transformational and transactional leadership styles and communication media on team interaction styles and outcomes, and found that the mean constructive interaction score was higher in FTF than videoconference and chat teams.
TL;DR: In this paper, the mediating effects of empowerment and trust in the leader on the relationship between transformational leadership and two outcomes (i.e., the in role performance of followers as rated by the leader and satisfaction with the leader) were examined.
Abstract: Purpose – The purpose of this paper is to provide an examination of the mediating effects of empowerment and trust in the leader on the relationship between transformational leadership and two outcomes (ie the in‐role performance of followers as rated by the leader and satisfaction with the leader)Design/methodology/approach – In total, 150 customer service operators in an Australian call‐centre were invited to participate in a leadership questionnaire and informed that their performance would be rated by their immediate supervisors (ie their line manager) as part of the study A sample of 109 responses were used in the analysisFindings – Partial least squares analysis revealed that the effects of transformational leadership on the in‐role performance of followers were mediated by empowerment and trust in the leader, whereas the effects of transformational leadership on satisfaction were partially mediated by trust in the leaderResearch limitations/implications – The implications of the findings fo
TL;DR: In this article, the convergence, divergent, and criterion validity of two instruments, the Multifactor Leadership Questionnaire (MLQ-5X) and the Conger and Kanungo Scales (CKS), was explored.
Abstract: This study aimed at empirically clarifying the similarities and differences between transformational, transactional, and charismatic leadership. More specifically, the convergent, divergent, and criterion validity of two instruments, the Multifactor Leadership Questionnaire (MLQ-5X) and the Conger and Kanungo Scales (CKS), was explored. It was found that transformational and charismatic leadership showed a high convergent validity. Moreover, these leadership styles were divergent from transactional leadership. With regard to criterion validity, subjective (e.g. satisfaction) as well as objective (profit) performance indicators were assessed. Firstly, results indicated that transformational as well as charismatic leadership augmented the impact of transactional leadership on subjective performance. In addition, transformational and charismatic leadership both contribute unique variance to subjective performance, over and above the respective other leadership style. Secondly, transformational leadership had an impact on profit, over and above transactional leadership. This augmentation effect could not be confirmed for charismatic leadership. Furthermore, transformational leadership augmented the impact of both transactional and charismatic leadership on profit. Implications for leadership theory and practice are discussed.
TL;DR: In the shadow of corporate scandals such as Enron and Worldcom, an increase in attention has been directed towards an approach termed ''servant leadership''. But to date, servant leadership has been disc...
Abstract: In the shadow of corporate scandals such as Enron and Worldcom, an increase in attention has been directed towards an approach termed `servant leadership'. To date, servant leadership has been disc...
TL;DR: The authors explored the assumptions made with regard to (a) subordinates, (b) leaders, (c) context, and (d) the processes involved in leadership, revealing a number of problems ranging from simple methodological issues to more substantive theory-based concerns.
Abstract: Since the turn of the century, the area of leadership has seen notable growth in the amount of research conducted. As such, it now seems appropriate to evaluate how most leadership research is conducted, considering in particular the assumptions that are made when conducting the typical leadership study. Specifically, we explored the assumptions made with regard to (a) subordinates, (b) leaders, (c) context, and (d) the processes involved in leadership. Consideration of these assumptions reveals a number of problems ranging from simple methodological issues to more substantive theory-based concerns. Potential remedies are presented, along with a consideration of the long-term impact associated with the typical leadership study approach.
TL;DR: In this article, a critical review of the forms of corporate community involvement (CCI) including: corporate philanthropy, benefaction, patronage, sponsorship and cause related marketing (CRM) and partnership is presented.
Abstract: The paper offers a critical review of the forms of corporate community involvement (CCI) including: corporate philanthropy, benefaction, patronage, sponsorship and cause related marketing (CRM) and partnership. It discusses the differences/similarities and compares the limitations of the transactional forms of interaction with the latest form of partnership.
The paper suggests that the form of partnership represents a shift towards a non-linear business model of CCI, that is moving away from an outcome towards a process orientation. Three factors are identified conditioning the successful implementation and sustainability of partnerships which are linked with the previous limitations of transactional approaches of interaction. Finally, the paper puts forward three propositions in order for partnerships to: (1) contribute to the increase of institutional trust among organisations and across sectors; (2) assist in balancing the dynamics across the sectors and (3) appreciate the process of interaction as a source of benefits.
Copyright © 2007 John Wiley & Sons, Ltd.
TL;DR: Locke as mentioned in this paper contributed a chapter to the critique section of the edited book, Shared Leadership: Reframing the Hows and Whys of Leadership, published by Sage, focusing on what shared leadership can and should look like at the top of organizations.
Abstract: Edwin Locke contributed a chapter to the critique section of Craig Pearce and Jay Conger’s (2003a) edited book, Shared Leadership: Reframing the Hows and Whys of Leadership, published by Sage. In this letter exchange, they continue their dialogue on this important topic. They focus in particular on clarifying what each means by “shared leadership” and on what shared leadership can and should look like at the top of organizations.
Journal Article•
TL;DR: In every good school, there are teachers whose vision extends beyond their own classrooms to their teaching teams, schools, and districts as discussed by the authors, and these professionals find a variety of ways to exercise teacher leadership.
Abstract: Charlotte Danielson Teachers can find a wealth of opportunities to extend their influence beyond their own classrooms to their teaching teams, schools, and districts. In every good school, there are teachers whose vision extends beyond their own classrooms—even beyond their own teams or departments. Such teachers recognize that students' school experiences depend not only on interaction with individual teachers, but also on the complex systems in place throughout the school and district. This awareness prompts these teachers to want to influence change. They experience professional restlessness—what some have called the “leadership itch.” Sometimes on their own initiative and sometimes within a more formal structure, these professionals find a variety of ways to exercise teacher leadership.