Showing papers on "Transformational leadership published in 1989"

Potential Biases in Leadership Measures: How Prototypes, Leniency, and General Satisfaction Relate to Ratings and Rankings of Transformational and Transactional Leadership Constructs

Abstract: Eighty-seven respondents completed either a graphic rating or a forced ranking questionnaire describing their immediate superior. Five leadership scales were embedded in each questionnaire. Three represented transformational leadership constructs (charismatic leadership, individualized consideration, and intellectual stimulation); two reflected transactional leadership constructs (contingent reward and management-by-exception). Appended to each questionnaire were five additional scales. The items constituting these scales measured two outcomes-satisfaction with the leader and effectiveness of the leader. The remaining scales measured each participant's leadership prototype, the participant's tendency to be lenient in his/her ratings, and a general measure of satisfaction. As expected, the intercorrelations among the factor scores representing the transformational and transactional leadership constructs were reduced substantially by using the forced rankings as compared with the graphic ratings. Also, the ...

Leadership and politics : new perspectives in political science

Abstract: Few aspects of public life are scrutinized and debated as intensely as leadership. It is crucial to the welfare of nations, the survival of political parties, and the functioning of interest groups and public corporations. And, as this volume demonstrates, political leadership is both a complex and elusive quality. In twelve provocative, state-of-the-art essays, leading scholars in political science explore the meaning of political leadership from the shifting, kaleidoscopic perspectives of the leaders, institutions, goals, procedures, problems, and traditions involved. The approaches, as varied as the subject itself, coalesce around the central question of how leaders interact with, transform, or are controlled by the organizations they lead. Whether it's Erwin Hargrove writing on leadership in the TVA, Aaron Wildavsky on the relation between leadership and regime type, Clarence Stone on urban leadership, Morris Fiorina and Kenneth Shepsle on leadership and public choice theory, Robert Harmel on oligarchy in West Germany's Green Party, or George Edwards on presidential leadership in Congress, the authors provide perceptive analyses and suggest new directions for the discipline. For anyone concerned with the problems and potential of leadership in public life in the U.S. and Europe, these essays are certain to spark further debate on the question of political leadership.

Advancing Democracy: A Critical Interpretation of Leadership.

Abstract: (1989). Advancing democracy: A critical interpretation of leadership. Peabody Journal of Education: Vol. 66, Educational Leadership and the Struggle for Mind, pp. 157-175.

Changing from within: Feminist educators and administrative leadership

Abstract: (1989). Changing from within: Feminist educators and administrative leadership. Peabody Journal of Education: Vol. 66, Educational Leadership and the Struggle for Mind, pp. 19-40.

Curricular Landscapes, Democratic Vistas: Transformative Leadership in Higher Education

Abstract: Preface Introduction A Conceptual Map of the Terrain The Curricular Landscape in Higher Education Interpreting the Terrain Words Cartographies: The Institutional Mission Institutional Topography: The Curriculum Voices The Languages of Faculty Cultures Trail Guides: Academic Administrators Transformative Leadership Summing Up: Culture and the Curriculum Transformative Leadership and the Democratic Imperative Appendix: Design of the Study Index

Group Members' Self-Monitoring as a Possible Neutralizer of Leadership.

Abstract: Data derived from responses of 195 staff nurses indicated that the impact of a leader's behavior was neutralized among group members who were low self-monitors, but intensified among group members who were high self-monitors. Correlations between staff nurses' job performance and their ratings of the head nurses' leadership behaviors were not significant for low self-monitoring nurses but were significant for high self-monitoring nurses. Low self-monitoring individuals, who guide their behavior by monitoring internal cues, tended to ignore the leader's behavior but produced effective work when they felt the work was important. High self-monitoring individuals, who guide their behavior by situational cues, depended upon the leader's behavior for effective job performance regardless of the importance of the job.

Leadership Theory and Development: The Coming ″New Phase″

Abstract: The current state of leadership training and development is summarised, as well as the three phases through which leadership theory and practice have passed (trait, behavioural and situational phases). Then weaknesses of these three approaches to leadership are highlighted, along with what seems needed for the field to advance. New and intriguing directions in leadership research are then outlined, along with preliminary insights from these approaches. Finally, it is argued that we may now be poised on the brink of significant innovative advances in theory and in leadership development, based on these new approaches and findings.

Critical requisites for transformational leadership: Needed research and discourse

Abstract: (1989). Critical requisites for transformational leadership: Needed research and discourse. Peabody Journal of Education: Vol. 66, Educational Leadership and the Struggle for Mind, pp. 176-181.

Situational theory of leadership

Abstract: The situational theory of leadership and the LEAD instruments for determining leadership style are explained, and the application of the situational leadership theory to the process of planning for and implementing organizational change is described. Early studies of leadership style identified two basic leadership styles: the task-oriented autocratic style and the relationship-oriented democratic style. Subsequent research found that most leaders exhibited one of four combinations of task and relationship behaviors. The situational leadership theory holds that the difference between the effectiveness and ineffectiveness of the four leadership styles is the appropriateness of the leader's behavior to the particular situation in which it is used. The task maturity of the individual or group being led must also be accounted for; follower readiness is defined in terms of the capacity to set high but attainable goals, willingness or ability to accept responsibility, and possession of the necessary education or experience for a specific task. A person's leadership style, range, and adaptability can be determined from the LEADSelf and LEADOther questionnaires. By applying the principles of the situational leadership theory and adapting their managerial styles to specific tasks and levels of follower maturity, the authors were successful in implementing 24-hour pharmacokinetic dosing services provided by staff pharmacists with little previous experience in clinical services. The situational leadership model enables a leader to identify a task, set goals, determine the task maturity of the individual or group, select an appropriate leadership style, and modify the style as change occurs. Pharmacy managers can use this model when implementing clinical pharmacy services.

Evaluating Gorbachev as Leader

Abstract: An American political scientist evaluates Mikhail Gorbachev's leadership during a pivotal five-year period in Soviet history. Baselines for evaluations are established and some new interpretations and evidence, which includes material of interest to political economists, is presented and discussed. The author compares Gorbachev's record to prescriptions implicit in theoretical literature on transformational leadership and transitions to democracy. He concludes that Gorbachev's strategy of transforming culture and politics before economics, and his political tactic of “radical centrism,” have been wise choices, and may not have exhausted their utility. Journal of Economic Literature, Classification Numbers: 124, 822.

Developing and implementing a plan for leadership: An integral component for success as a leader

Abstract: An integral component for developing leadership potential in youth, a plan for leadership, is described. The purposes and benefits of having students formulate and implement plans for leadership are discussed. The processes involved in designing plans for leadership are outlined. Examples of topics for plans and a model plan are also provided. Strategies for utilization of plans for leadership are described. The authors wish to express their gratitude to Susan Mahan for granting permission to include her plan for leadership.

Forecasting Transformational Leadership Among Naval Academy Graduates

Abstract: : The purpose of this research was to propose, provide measures of, and test a general model of transformational leadership and its relationship to various precursors and consequences in a sample of United States Navy Officers. During the two-year contract eight technical reports were completed and distributed. These are summarized and fully cited along with the archival publications and presentations resulting from the project. A list of personnel involved in the project and directions for future research also are provided. Keywords: Transformational leadership; Transactional leadership; Charismatic leadership; USNA graduates; USNA midshipmen; USN officers; Long-term forecasting; USNA selection paradigm; Performance; Effectiveness; Fitness reports; Levels of analysis; Self and others' ratings; Personal attributes.

Leadership Styles in United States Marine Corps Transport Helicopter Squadrons

Abstract: : This thesis examined leadership styles in United States Marine Corps transport helicopter squadrons Analyses were conducted to determine how leadership styles related to subordinate extra effort, leader effectiveness, satisfaction with leader, unit cohesion, and unit morale The importance of military history to the development of military leaders was also examined Leadership styles of officers were evaluated by the leader himself as well as his subordinates, superiors, and peers Proactive transactional leadership leadership styles were found to be the most commonly used styles, while reactive and non-leadership were found to be the least used styles Transformational styles had a strong relationship to subordinate extra effort, leader effectiveness, and unit cohesion and morale Differences in how a leader perceived himself as compared to how others perceived his style were also related to effective leadership

Transformational Leaders Know Themselves Better

Abstract: : Self-rated leadership behavior (transformational, transactional, laissez-faire) was obtained for a representative, random sample of 155 Naval surface fleet officers in parallel to the leadership descriptions for the same dimensions provided by the officers' senior subordinates. In addition, fitness reports completed by the officers' superiors provided performance and promotion data which were indexed as appraisals of the officers' success. The self-ratings tended to be inflated, but the more successful officers were less likely to inflate their self-described leadership behavior. A possible explanation for this effect is that subordinates' descriptions of leadership were significantly related to superiors' ratings of performance and promotion, but self-ratings of leadership were not associated with these measures. Keywords: Transformational leaders; Transactional leaders; Self-ratings; Subordinates' ratings; USN officers and subordinates; Surface fleet; Fitness reports; Discrepancy scores; Superiors' evaluations.

Motivating faculty to improve the quality of teaching

Abstract: A department chairperson who is a transformational leader creates a shared commitment to the quality of college teaching.

Transformational Leadership Among Midshipmen Leaders at the United States Naval Academy

Abstract: : The purpose of the present study was to assess the relationships among transformational leadership and leader success in a sample of midshipmen at the U.S. Naval Academy (USNA). Data about 107 midshipmen (squad leaders) were collected from their 1,235 plebe subordinates, their company (Navy and Marine Corps) officers, and USNA records. Results of this study indicate that (1) transformational leadership and outcomes (extra effort by subordinates, satisfaction with and effectiveness of the focal leaders) as rated by plebes (subordinates) were highly related; (2) transformational leadership and outcomes as rated by company officers (superiors) were strongly associated; (3) high school class rank and verbal and math aptitude were predictive of academic and military success at USNA; (4) academic and military success were associated with USNA performance (e.g., performance grade, conduct, lack of demerits); (5) participation in varsity sports was related to being seen as a transformational leader; (6) superiors' ratings of outcomes were associated with subordinates' ratings of transformational but not transactional leadership; and (7) superiors' ratings of transformational leadership were related to USNA academic and military performance and performance grades of the midshipmen, while superiors' ratings of transactional leadership were associated with selection into the midshipmen leadership structure.

Personal Attributes as Predictors of Military Leadership: A Study of Midshipmen Leaders at USNA

Abstract: : A set of variables assessing personal attributes (e.g., personality, thinking style, psychological type MBTI, interests, and life experiences) were investigated as predictors of transformational and transactional leadership in a sample of 107 midshipmen (focal) leaders at the U.S. Naval Academy. The midshipmen leaders provided self-report information on the personal attributes. Their 1235 plebe subordinates and the midshipmen's superiors provided ratings of the focal midshipmen's transformational and transactional leadership. Results from correlational and regression analyses indicated that (1) different categories of personal attributes were generally independent of one another; (2) various individual interests, thinking styles, personality traits, and experiences were predictive of transformational and transitional leadership as rated by subordinates and superiors; and (3) when combined, thinking style (two measures), personality traits (three measures), psychological type (two measures), and experience (one measure) were predictive of transformational and transactional leadership of focal midshipmen as rated by their superiors and subordinates (multiple Rs = .447 to .572 for four equations).

Strategic Level Leadership: Are There Two Levels of Leadership in the Army or Three?

Abstract: : There is an ongoing discussion within the Army's leadership doctrine community which focuses on the question; are there two levels of leadership or are there three? Current leadership doctrine ( FM 22-103 Leadership and Command at Senior Levels ) identifies two levels of leadership; direct leadership at the tactical level of war with face to face contact between leader and led. Above the tactical level, indirect leadership is practiced. Army Regulation 600-100 (Army Leadership) describes leadership as multi-dimensional with direct and indirect skills being applicable dependent upon the level of complexity in which the leader is working. Department of the Army Pamphlet 600-80 (Executive Leadership) identifies three levels of leadership. The doctrine, regulation and pamphlet are thus at odds concerning levels of leadership. This paper attempts to determine if there are different requirements for levels two and three or above the level of direct leadership. Is there a top (strategic) level which should be so identified?

Multiple Levels of Analysis Investigation of Transformational Leadership

Abstract: : Transformational leadership was clarified conceptually in this study by focusing on leader-follower interactions in terms of multiple levels of analysis. Transformational leadership also was examined in comparison to transactional and laissez-faire leadership, and in relation to outcomes of leadership. The focal leaders were 186 United States Navy Officers who were graduates of the United States Naval Academy and on active duty assigned to the surface warfare fleet. Data about the officers were collected from 793 senior subordinates of the officers via a mail survey. Results from Within and Between Analysis (WABA) suggest that, while a few relationships were based on between groups (leaders) differences, the network of relationship was based primarily on individual differences in subordinates' perceptions of leadership and outcomes. As such, an information processing or individual differences rather than between groups or within groups view of transformational leadership seemed more likely. Moreover, transformational leadership as compared to transactional or laissez- faire leadership was related more strongly to subordinates' extra effort and satisfaction with the focal officers and the officers' effectiveness.

Parents' Views on Leadership.

Abstract: T he tremendous importance of parents and family in the cognitive and affective development of children has long been r ecogn ized . Chi ldren’s capacities, interests and inclinations, ethical standards, and motivations to achieve are greatly influenced by the family. Differences in the quality of family life create a continuum of good and bad behavior models within the home (Shipman, 1982). An exemplary home environment has a very strong and positive influence on performance in school. increasing attention is being directed toward leadership development in youths. Now, more than ever, communities, states, and nations are in critical need of effective leaders to face the challenges and problems created by contemporary life (DeHaan, 1962; Karnes, Meriweather, & D’llio, 1987; Magoon, 1980). Today’s children and youths will soon be called upon to assume and perform leadership roles. Many of the qualities of leadership are cultivated in the home at an early age: problem-solving ability, communication skills, self-confidence, sense of responsibility, moral character, and others (Hillman & Smith, 1981). The development of such attributes will ultimately result in personal fulfillment in c o n j u n c t i o n wi th s o c i e t a l contributions. The purpose of the study presented below was to investigate parental perceptions of, and attitudes toward, the development of leadership abilities in children and youths. In addition, the study assessed the opportunities for youth leadership experiences in the home, school, and community, and through religious affiliation. The subjects of the study included 73 parents of elementary and secondary students from 15 different states. A 16 item survey instrument was developed by the authors and distributed to the subjects at conferences. Of the responses, there were 36 (53.8%) by females, 16 (23.9%) by males, 6 (9%) were completed jointly by both parents, and 9 (13.3%) with no denoted gender. Approximately 84% of the subjects reported having children identified as intellectually gifted, 9% did not have children identified as gifted, while 7% of the parents gave no response to this item. Similar responses were grouped together, a semantic-cluster approach, to categorize the responses to the items on the survey instrument. The results of the investigation follow. FIGURE 1