Topic
Transformational leadership
About: Transformational leadership is a(n) research topic. Over the lifetime, 18939 publication(s) have been published within this topic receiving 600379 citation(s).
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Book•
01 Jan 1981
TL;DR: This book presents a meta-leadership framework for a post-modern view of leadership that considers the role of language, identity, and self-consistency in the development of leaders.
Abstract: Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integration
7,685 citations
TL;DR: In this paper, the authors examined the impact of transformational leader behaviors on organizational citizenship behaviors, and the potential mediating role played by subordinates' trust and satisfaction in that process.
Abstract: This study examines the impact of transformational leader behaviors on organizational citizenship behaviors, and the potential mediating role played by subordinates' trust and satisfaction in that process. Measures of six transformational leader behaviors (Articulating a Vision, Providing an Appropriate Model, Fostering the Acceptance of Group Goals, High Performance Expectations, Individualized Support, and Intellectual Stimulation), one transactional leader behavior (Contingent Reward Behavior), employees' trust in their leader, and satisfaction were obtained from 988 exempt employees of a large petrochemical company. Matching evaluations of five citizenship behaviors of these employees (Altruism, Conscientiousness, Courtesy, Civic Virtue, and Sportsmanship) were obtained from their supervisors. In order to determine whether transformational behaviors augment the impact of transactional behaviors, their effects on followers' trust, satisfaction, and citizenship behaviors were examined in the context of the effect of transactional leader behaviors on these same variables. The results indicate that the effects of the transformational leader behaviors on citizenship behaviors are indirect, rather than direct, in that they are mediated by followers' trust in their leaders. Moreover, these results were found not to be wholly attributable to the effects of common method biases. The implications of these findings for future research on transformational leader behaviors, trust, and organizational citizenship behavior are then discussed.
4,702 citations
TL;DR: Shackleton later became one of the victims of his own inadequacies as a leader in his 1911 race to the South Pole as discussed by the authors, leading to his own death in 1912.
Abstract: ^^ir jEdmund Hillary of Mount Everest \\ fajne liked to tell a story about one of ^J Captain Robert Falcon Scott's earlier attempts, from 1901 to 1904, to reach the South Pole. Scott led an expedition made up of men from thb Royal Navy and the merchant marine, as jwell as a group of scientists. Scott had considel'able trouble dealing with the merchant n|arine personnel, who were unaccustomed ip the rigid discipline of Scott's Royal Navy. S|:ott wanted to send one seaman home because he would not take orders, but the seaman refused, arguing that he had signed a contract and knew his rights. Since the seaman wds not subject to Royal Navy disciplinary action, Scott did not know what to do. Then Ernest Shackleton, a merchant navy officer in $cott's party, calmly informed the seaman th^t he, the seaman, was returning to Britain. Again the seaman refused —and Shackle^on knocked him to the ship's deck. After ar^other refusal, followed by a second flooring, the seaman decided he would retuijn home. Scott later became one of the victims of his own inadequacies as a leader in his 1911 race to the South Pole. Shackleton went qn to lead many memorable expeditions; once, seeking help for the rest of his party, who were stranded on the Antarctic Coast, he journeyed with a small crew in a small open boat from the edge of Antarctica to Souilh Georgia Island.
3,862 citations
Book•
01 Jan 1990
TL;DR: Bass as mentioned in this paper incorporated a decade of new findings on the newest theories and models of leadership; intellectual and interpersonal competence; motivation; the nature of power and Machiavellianism; charismatic and transformational leadership; leadership and women, Hispanics, and Orientals; leadership succession; substitutes; culture; and the role of leadership and organizations in dealing with stress, crisis, and disaster.
Abstract: Bernard M.Bass has incorporated a decade of new findings on the newest theories and models of leadership; intellectual and interpersonal competence; motivation; the nature of power and Machiavellianism; charismatic and transformational leadership; leadership and women, Hispanics, and Orientals; leadership succession; substitutes; culture; and the role of leadership and organizations in dealing with stress, crisis, and disaster.
3,278 citations
Book•
20 Oct 1993
TL;DR: The Alliance of Total Quality and the Full Range of Leadership (AQL) as discussed by the authors is an initiative of the Alliance for Transformational Leadership in Human Resource Management (AFLM).
Abstract: Introduction - Bernard M Bass and Bruce J Avolio Transforming Leadership - Karl W Kuhnert Developing People Through Delegation Indirect Leadership - Francis J Yammarino Transformational Leadership at a Distance Transformational Leadership in Teams - David C Atwater and Bernard M Bass Transformational Leadership in Multifunctional Teams - David A Waldman Transformational Leadership and Team and Organizational Decision Making - Bernard M Bass The Alliance of Total Quality and the Full Range of Leadership - Bruce J Avolio Organizational Transformation - Leanne E Atwater and David C Atwater Strategies for Change and Improvement Corporate Reorganization and Transformations in Human Resource Management - K Galen Kroeck Conclusions and Implications - Bruce J Avolio and Bernard M Bass
3,272 citations