Showing papers on "Transactional leadership published in 2012"

Who Displays Ethical Leadership, and Why Does It Matter? An Examination of Antecedents and Consequences of Ethical Leadership

Abstract: Drawing on social learning and moral identity theories, this research examines antecedents and consequences of ethical leadership. Additionally, this research empirically examines the distinctivene...

Management innovation and leadership: The moderating role of organizational size

Abstract: Recent research on management innovation, i.e. new managerial processes, practices, or structures that change the nature of managerial work, suggests it can be an important source of competitive advantage. In this study, we focus on management innovation at the organization level and investigate the role of leadership behaviour as a key antecedent. Due to its prominent role within organizations, top management has the ability to greatly influence management innovation. In particular, we focus on leadership behaviour and examine transformational and transactional leadership. Additionally, as contextual variables like organizational size may influence the impact of leadership, we investigate its moderating role. Findings show that both leadership behaviours contribute to management innovation. Interestingly, our study indicates that smaller, less complex, organizations benefit more from transactional leadership in realizing management innovation. On the other hand, larger organizations need to draw on transformational leaders to compensate for their complexity and allow management innovation to flourish.

Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence

Abstract: This article contributes to our understanding of public service motivation and leadership by investigating ways in which organizational leaders can reinforce and even augment the potential effects of public service motivation on employees’ attraction to the organization’s mission (mission valence). The results contribute to two research questions. First, the findings provide new evidence on the sources of public service motivation. The authors find that transformational leadership is an organizational factor associated with higher public service motivation. Second, the article examines the relationship between transformational leadership and mission valence. The authors find that transformational leadership has an important indirect effect on mission valence through its influence on clarifying organizational goals and fostering public service motivation.

Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership

Abstract: Although transformational leadership is thought to increase followers’ performance by motivating them to transcend self-interest, rhetoric alone may not be sufficient. I propose that transformational leadership is most effective in motivating followers when they interact with the beneficiaries of their work, which highlights how the vision has meaningful consequences for other people. In a quasi-experimental study, beneficiary contact strengthened the effects of transformational leadership on call center employees’ sales and revenue. A survey study with government employees extended these results, supporting a moderated mediation model with perceived prosocial impact. Relational job design can enhance the motivational effects of transformational leadership.

Leadership in the Plural

Abstract: This paper reviews the literature on forms of leadership that in one way or other imply plurality: that is, the combined influence of multiple leaders in specific organizational situations. We identify four streams of scholarship on plural leadership, each focusing on somewhat different phenomena and adopting different epistemological and methodological assumptions. Specifically, these streams focus on sharing leadership in teams, on pooling leadership at the top of organizations, on spreading leadership across boundaries over time, and on producing leadership through interaction. The streams of research vary according to their representations of plural leadership as structured or emergent and as mutual or coalitional. We note tensions between perspectives that advocate pluralizing leadership in settings of concentrated authority and those concerned with channeling the forms of plurality naturally found in diffuse power settings such as professional organizations or inter-organizational partnerships. It i...

Social Justice Leadership as Praxis: Developing Capacities Through Preparation Programs

Abstract: Purpose: The purpose of this article is to propose a conceptual framework for social justice leadership as praxis and to explore the implications of this framework for leadership preparation progra...

Critical leadership studies: The case for critical performativity

Abstract: Existing accounts of leadership are underpinned by two dominant approaches: functionalist studies, which have tried to identify correlations between variables associated with leadership; and interpretive studies, which have tried to trace out the meaning-making process associated with leadership. Eschewing these approaches, we turn to an emerging strand of literature that develops a critical approach to leadership. This literature draws our attention to the dialectics of control and resistance and the ideological aspect of leadership. However, it largely posits a negative critique of leadership. We think this is legitimate and important, but extend this agenda. We posit a performative critique of leadership that emphasizes tactics of circumspect care, progressive pragmatism and searching for present potentialities. We use these tactics to sketch out a practice of deliberated leadership that involves collective reflection on when, what kind and if leadership is appropriate.

Setting the Table: How Transformational Leadership Fosters Performance Information Use

Abstract: The article offers a theory of how leadership affects the implementation of management reforms. The central premise of this theory is that leadership can have important but easyto-miss indirect effects on organizational factors that shape reform outcomes. To test this question, we examine how transformational leadership influences the implementation of performance reforms, using performance information use as a dependent variable. Previous research suggests that leadership can affect how performance information is used among employees but underspecifies the theoretical mechanisms by which this influence occurs. This article develops a theoretical model that proposes that transformational leaders ‘‘set the table’’ for performance information use via a positive but indirect effect on two mediating factors, goal clarity and organizational culture. A structural equation model using selfreported performance information use as a dependent variable provides empirical evidence consistent with our theory.

When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy.

Abstract: Two multisource studies address the interactive effects of personal and contextual variables on employees' proactive behavior. In line with previous work, we find positive main effects of transformational leadership, role breadth self-efficacy, and job autonomy on employee proactive behavior (personal initiative in Study 1 and prosocial proactive behavior in Study 2). As expected, a 3-way interaction qualifies these main effects: In situations of high autonomy, transformational leadership relates positively to proactive behavior for individuals high (but not low) on self-efficacy. Vice versa, in situations low on job autonomy, transformational leadership relates positively to proactive behavior for individuals low (but not high) on self-efficacy. This pattern is found both for self-ratings and peer-ratings of employees' proactive behavior in Study 1 and for supervisor ratings of such behavior in Study 2.

Effects of leadership style on organizational performance: a survey of selected small scale enterprises in ikosi-ketu council development area of lagos state, nigeria

Abstract: This study has investigated the effects of leadership style on organizational performance in small scale enterprises. The major objective was to determine effect of leadership styles on performance in small scale enterprises. Transformational and transactional leadership styles were considered in this study. Transformational leadership behaviours and performance/outcome considered relevant in the study were charisma, inspirational motivation and intellectual stimulation/individual consideration; and effectiveness, extra effort and satisfaction, respectively. Transactional leadership bahaviours and performance/outcome variables were constructive/contingent reward and corrective/management by exception; and effort, productivity and loyalty/commitment, respectively. The study followed a survey design, and employed evaluative quantitative analysis method. Analysis was based on primary data generated through a structured Multifactor Leadership Questionnaire (MLQ) administered on respondents. Responses to research statements were scaled and converted to quantitative data via code manual developed for the study to enable segmentation of the data responses into dependent and independent variables based on leadership behaviours and associated performance variables. OLS multiple regression models were specified, estimated and evaluated. The result showed that while transactional leadership style had significant positive effect on performance, transformational leadership style had positive but insignificant effect on performance. The study concluded that transactional leadership style was more appropriate in inducing performance in small scale enterprises than transformational leadership style and, therefore, recommended transactional leadership style for the small enterprises with inbuilt strategies for transition to transformational leadership style as the enterprises developed, grew and matured.

Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership

Abstract: The relationship between employees’ perceptions of their managers’ transformational leadership style and employees’ psychological well-being was examined in two studies. In Study 1, trust in the leader fully mediated the positive relationship between perceptions of managers’ transformational leadership and employee psychological well-being in a cross-sectional sample (n=436). Study 2 (n=269) (1) replicated the mediated effect found in Study 1; (2) extended the model by showing that active management-by-exception and laissez-faire behaviours negatively affected employee psychological well-being by reducing trust in the manager; and (3) excluded the possibility that these results were accounted for by individual differences or liking of the manager. Theoretical and practical applications, as well as directions for future research are discussed.

Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes.

Abstract: We use the self-concept based theory of leadership and social exchange theory to hypothesize processes linking transformational leadership to follower performance outcomes. Specifically, we hypothesize that (a) transformational leadership relates to followers' work engagement both directly and indirectly through their psychological states, (b) work engagement relates to innovative behavior, (c) innovative behavior relates to task performance, and (d) the work engagement–innovative behavior relationship is moderated by leader–member exchange. Results from a test of these relationships in a sample of employees of a large telecommunication company in China largely support our hypothesized model.

Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms

Abstract: The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers’ satisfaction with supervisor, organizational commitment, and extra-effort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers’ work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future.

Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes

Abstract: The article advances an understanding of responsible leadership in global business and offers an agenda for future research in this field. Our conceptualization of responsible leadership draws on deliberative practices and discursive conflict resolution, combining the macro-view of the business firm as a political actor with the micro-view of leadership. We discuss the concept in relation to existing research in leadership. Further, we propose a new model of responsible leadership that shows how such an understanding of leadership can address the challenges of globalization. We thereby propose positive outcomes of responsible leadership across levels of analysis. The model offers research opportunities for responsible leadership in global business.

Organizational discourse analysis (ODA): Examining leadership as a relational process

Abstract: There was a time when survey research was our only viable means of studying leadership processes. That is no longer the case. In its many forms, ODA offers a fly-on-the-wall methodology for researchers to see more of how leadership unfolds in a co-created process among relational beings. We showcase a discursive perspective and ODA as a broad set of methods for adding relational views to leadership research—and moving beyond leadership as a quality or characteristic of individuals. We begin with an overview of leadership as a relational process. From there we provide a primer on a discursive perspective and ODA, followed by a review of several types of ODA with examples. We conclude with a set of key questions leadership scholars might pose with respect to this broad class of approaches.

Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance

Abstract: This study investigates the effects of intelligence, personality traits and emotional intelligence on transformational leadership and the effective performance of leaders in the organizational context Data were collected from 134 midlevel managers from a large Brazilian company that operates in the energy sector Our findings suggest that leadership effectiveness, as measured by the achievement of organizational outcomes, is a direct function of a leader's transformational behaviors, and is an indirect function of individual differences (experience, intelligence and conscientiousness) that work through transformational behaviors A negative effect of neuroticism on leadership effectiveness was also observed In addition, while emotional intelligence seemed to be statistically related to transformational leadership if considered in isolation, when ability and personality were controlled for, the effect became non-significant We discuss implications for theory, research and practice

Collectivistic Leadership Approaches: Putting the “We” in Leadership Science and Practice

Abstract: We introduce the notion of “we” or collectivistic leadership. A general collectivistic approach to leadership is developed and contrasted with traditional and contemporary approaches to leadership. An overview of five collectivistic leadership approaches—team, network, shared, complexity, and collective leadership—is then presented. Key notions, constructs, and levels of analysis; the role of a focal leader; operationalizations and empirical results; and implications for leadership development, assessment, and practice of each approach are summarized. Common themes across, and our perspective on, the approaches and future directions for collectivistic leadership science and practice are discussed.

Understanding sustained participation in transactional virtual communities

Abstract: This study aims to address two research gaps in prior studies on knowledge sharing in virtual communities (VCs). First, prior studies have focused on knowledge sharing VCs with no explicit reward system, but VCs sharing knowledge based on a competition-based reward system (e.g., transactional VCs) have not been explored. Second, prior related studies have concentrated on the determinants of initial participation in sharing knowledge rather than sustained participation despite there being important distinctions between these two stages of participation behavior. In this study, we focus on understanding sustained participation in knowledge sharing in transactional VCs by drawing on expectancy-value theory and a social learning process. Considering that a social learning process is involved in maintaining sustained participation, we propose that task complexity and self-efficacy - two social learning factors - moderate the relationship between motivation and sustained participation. A field survey with 205 subjects in a transactional virtual community was conducted to test the research model. According to the findings, extrinsic and intrinsic motivations significantly influence sustained participation intention. A negative interaction effect between extrinsic motivation and task complexity, as well as positive interaction effect between intrinsic motivation and self-efficacy, was also observed. A non-linear interaction effect between intrinsic motivation and task complexity was also found. Study implications and future research directions are also discussed. Highlights? Extrinsic motivation plays an important role in the TVC context. ? Task complexity weakens the effect of extrinsic motivation on intention. ? Self efficacy enhances the effect of intrinsic motivation on intention. ? The effect of intrinsic motivation is low under high level of task complexity.

The topology of collective leadership

Abstract: Over the past decade, there has been a surge of both theoretical and empirical research to explore the possibilities of shared leadership, a reorientation of leadership away from understanding the actions and interactions of “leaders” to understanding the emergent, informal, and dynamic “leadership” brought about by the members of the collective itself. Naturally, this focus on topology (or structural patterning) has prompted researchers to leverage the advancements in network analytic methodology to understand this paradigm of leadership. Despite the recognition of the unique advantage of studying collective leadership using network analysis, there has been a translational gap. The current paper aims to fill this gap, bridging the core ideas that epitomize collective leadership to the social network metrics and analytics needed to fully understand its antecedents and consequences.

How do transformational leaders foster positive employee outcomes? A self-determination-based analysis of employees' needs as mediating links†

Abstract: Summary Although followers’ needs are a central aspect of transformational leadership theory, little is known about their role as mediating mechanisms for this leadership style The present research thus seeks to integrate and extend theorizing on transformational leadership and self-determination In particular, we propose that the satisfaction of followers’ basic needs (autonomy, competence, and relatedness) mediates the relationship between transformational leadership and employee outcomes (job satisfaction, self-efficacy, and commitment to the leader) We tested this model in two studies involving employees from a broad spectrum of organizations in Germany (N=410)and inSwitzerland (N=442) Results revealed largelyconsistent patterns across both studies The need for competence fulfillment solely mediated the link between transformational leadership and occupational self-efficacy; the need for relatedness fulfillment solely mediated the link between transformational leadership and commitment to the leader The mediating pattern for the link between transformational leadership and job satisfaction varied slightly across studies In Study 1, only the need for autonomy fulfillment was a significant mediator, whereas in Study 2, all three needs mediated this relationship Taken together, our study integrates theorizing on transformational leadership and self-determination by corroborating that need fulfillment indeed is a central mechanism behind transformational leadership Copyright © 2012 John Wiley & Sons, Ltd

Employee Engagement and Leadership Exploring the Convergence of Two Frameworks and Implications for Leadership Development in HRD

Abstract: As the use of workplace knowledge economies increases and emerging motivational-state variables such as employee engagement become more widely used, current frameworks of leadership are undergoing

The End of Leadership

Abstract: Over the past thirty years, leadership has become a mantra in our culture - a path to power and money, a road to personal and professional success, and a mechanism for creating change that has spawned its own lucrative worldwide industry. Yet why does government remain riddled with inept, corrupt, or badly behaved leaders? Why is business filled with leaders who are venal, self-centered, and seek more power and influence than they can exercise wisely and well? Why, for all attention to ethics, is corruption and malfeasance so pervasive? "The End of Leadership" offers a critical rethinking of the "leadership industry", challenging the idea that leadership can be taught. Breaking with common wisdom, Barbara Kellerman argues that while leaders always were and still are the focus of our collective attention, they have never been as central to success as we think. Even in times past, when leaders had far more power, authority, and influence, they were vulnerable to forces beyond their control, forces that limited their options and constrained their behaviors. In the twenty-first century, she argues, these forces are stronger, more variegated, and more numerous than they ever were before, relegating current notions of leadership to the dustbin of history. Instead, she offers an alternative model that better reflects - and addresses - contemporary political and organizational realities.

Employee Engagement and CSR: Transactional, Relational, and Developmental Approaches:

Abstract: This article looks at the relevance of corporate social responsibility (CSR) for engaging employees, including its impact on their motivation, identity, and sense of meaning and purpose. It explores three different ways that companies engage their employees through CSR: a transactional approach, where programs are undertaken to meet the needs of employees who want to take part in the CSR efforts of a company; a relational approach, based on a psychological contract that emphasizes social responsibility; and a developmental approach, which aims to activate social responsibility in a company and to develop its employees to be responsible corporate citizens.

Designing e-government services: Key service attributes and citizens' preference structures

Abstract: Advances in Internet technologies have led to the popularity of technology-based self-services, with the design of such services becoming increasingly important. Using technology-based services in the public sector as the setting, we identified the key service attributes driving adoption and use of transactional e-government services, and citizens’ preference structures across these attributes. After identifying four key attributes, i.e., usability, computer resource requirement, technical support provision and security provision, we conducted a Web-based survey and a conjoint experiment among 2465 citizens. In a two-stage Web-based survey, citizens reported their perceptions about a smartcard technology for transactional e-government services before use, and their use and satisfaction 4 months later. Results showed that the key attributes (noted above) influenced citizens’ intentions, subsequent use and satisfaction. In the conjoint experiment, citizens reported their preferences for key service attributes for two transactional e-government services. Further, a cluster analysis uncovered four distinct citizen segments, i.e., balanced, usability-focused, risk-conscious and resource-conservative, that can inform efforts in designing e-government services. A post hoc analysis confirmed the appropriateness of the market segmentation in understanding citizens’ adoption and use of transactional e-government services.

Impact of Transactional and Laissez Faire Leadership Style on Motivation

Abstract: The research is based “Transactional, Laissez faire leadership style and their impact on Motivation” conducting in banking sector of Pakistan to identify that which leadership style is good for the employee to increase their Motivation level with the organization. For conducting this research a research question was to be used and got the result through Descriptive study and Co relational study (SPSS). Population size was 278 and at the end of the research we found that Transformational leadership has positive, strong and significant association with the Commitment. But the motivational level in respect of Laissez Faire is low because of not interference of management. Laissez Faire also have positive relation but due to insignificance relation it indicate that Laissez Faire style is not an important style that boost the motivation level of workers as compare to other leadership styles.

Relationships between transformational and active transactional leadership and followers’ organizational identification: The role of psychological empowerment.

Abstract: We examined the underlying processes through which transformational and active transactional leadership affects followers’ organizational identification in a survey study. Using a sample of managers across different industries, we found that followers’ psychological empowerment, including competence, impact, meaning, and self-determination, partially mediated the effect of transformational leadership and active transactional leadership on followers’ organizational identification. Furthermore, transformational leadership explained variance in followers’ organizational identification and psychological empowerment above and beyond active transactional leadership. These findings provide additional support for transformational leadership theory by demonstrating a motivational mechanism through which followers identify with their organizations. Theoretical contributions and practical implications are discussed.