Showing papers on "Transformational leadership published in 1990"

Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors

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.

Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications, 3rd ed.

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.

Developing Transformational Leadership: 1992 and Beyond

Abstract: European management must become more transformational with respect to its leadership if it is to address the challenges confronting the European community after 1992. The question arises, can transformational leadership be trained? The answer is affirmative. A number of successful training experiences in North America are described in this article. These experiences form the basis for a prototype training programme now being conducted in a large European conglomerate at the junior, middle and senior management level. A general overview of these programmes are provided, as well as evidence that they are having strong beneficial effects on the participants in the workshops, and in their performance back on their jobs.

Transformational Leadership: How Principals Can Help Reform School Cultures

Abstract: Collaborative school cultures have been associated with the achievement of a number of school reform objectives for both teachers and students. Little is known, however, about how such cultures develop and whether or how school administrators can facilitate that process. This study examined the practices of administrators in each of 12 schools which had developed highly collaborative professional relationships over a three year period in the context of school improvement initiatives. Results suggest the feasibility of developing more collaborative school cultures in a relatively brief period of time and clarify the role played by the larger context of school improvement for fostering collaboration. Specific strategies used by the administrators are described. These strategies are associated with a concept of leadership termed “transformational”.

Transformational Leadership and Multiple Levels of Analysis

Abstract: Transformational leadership was clarified conceptually in this study by focusing on leader-follower interactions in terms of multiple levels of analysis: individuals, dyads within groups, and groups. 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 the network of relationships was based primarily on individual differences in subordinates' perceptions of leadership and outcomes. 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.

Interorganizational Linkages and Population Dynamics: Buffering and Transformational Shields.

Abstract: This research was partially supported by the University of Wisconsin Graduate Fund and the University of WisconsinMadison Business School Research Fund. Helpful suggestions during the paper's evolution were provided by William Barnett, Jack Brittain, Dan Levinthal, James March, Cora Marrett, Craig Olson, Jitendra Singh, and three anonymous reviewers. The order of authorship was determined randomly. This paper examines evidence concerning the existence of organizational buffers, which insulate an organization from environmental disturbances, and transformational shields, which insulate an organization from the risk of failure due to transformation. It proposes that interorganizational linkages in particular can (1) buffer organizations from failure, (2) affect the likelihood of organizational transformation, and (3) modify the effect of organizational transformation on failure. These propositions are examined using event-history analysis of data on approximately 1,000 Finnish newspapers over a 200-year period. In this population, linkages reduced failure, increased organizational transformations, and altered the chances for failure after transformation. More generally, the findings support the existence of organizational buffers and transformational shields, suggesting further work on their role in population dynamics.'

The Impact of Top-Management Actions on Employee Attitudes and Perceptions

Abstract: Popular approaches to organizational leadership note that productivity and innovation in U.S. organizations could be greatly improved if top managers placed more emphasis on organizational values and culture. Recent findings in transformational leadership research prescribe top management to develop and share a vision for the organization, model that vision, encourage innovativeness, support employee efforts, and allow employees input into decisions concerning their jobs (Bass, 1985; Kouzes & Posner, 1988). These actions should act to improve productivity by increasing positive attitudes and clarifying the roles of the employees. This study examined the relationships between these five actions and employee commitment, job satisfaction, and role ambiguity. Results suggest that top-management actions are strongly related to all three of these outcomes. The results also suggest that the effects of certain actions vary for different organizational settings.

Situational Constraints on Transformational versus Transactional Leadership Behavior, Subordinates' Leadership Preference, and Satisfaction

Abstract: The Multifactor Leadership Questionnaire (Bass, 1985) was administered to police officers in New Zealand (Study 1) and to employees of three companies in Taiwan (Study 2). Results showed that siruational constraints affected actual leader behavior, as well as leadership preference scores. The results indicated that mechanistic organizations such as the police force do not necessarily foster transactional leadership. Leadership in the Taiwanese companies was equally transformational and transactional. Preferences for the transformational leadership style were evident in both samples, although Taiwanese employees had a greater liking for transactional leaders. Finally, discrepancy scores between actual and preferred leader ratings may have less efficacy in predicting subordinate satisfaction than scores of actual leader behavior alone.

The Effects of Transformational, Transactional, and Laissez Faire Leadership Characteristics on Subordinate Influencing Behavior

Abstract: The purpose of this study was to experimentally manipulate the relationship of (a) four transformational leadership >characteristics (charisma, inspiration, intellectual stimulation, and individual >consideration); (b) two transactional leadership characteristics (contingent reward and management-by-exception); and (c) laissez faire leadership with soft, hard, and rational subordinate influencing behavior. It was predicted that subordinates would most often report using a soft (charisma and inspiration) and rational (individual consideration and intellectual stimulation) approach with transformational leaders, a hard approach with laissez faire leaders, and a rational (contingent reward) as well as hard (management-by-exception) approach with transactional leaders. Four hundred and fifty-one subjects of a graduate and evening undergraduate business school randomly received a scenario depicting a male or female leader exhibiting either one of the four transformational leadership characteristics, one of the...

Operationalizing charismatic leadership using a levels-of-analysis framework

Abstract: This study focuses on the conceptual definition of charismatic leadership and attempts to determine the level of analysis at which charismatic leadership should be operationalized (i.e., group or individual). In two samples of upper-level managers selected from a multidivisional U.S. Fortune 500 firm, results from analyses of leadership and outcome ratings generated by the direct supervisees of 111 managers indicated that ratings of charismatic leadership appeared to be a function of the individual completing the ratings as opposed to group membership. These results generally support the statement that charisma may be in the eye of the beholder or varying in degree from one individual to another. The implication of these results for refining the conceptual definition of charismatic leadership is discussed.

Transformational Leadership and the Nurse Executive

Abstract: Effective nurse executive leadership is paramount in today's health care environment. Such leadership includes the qualities of a transformational leader and, to a lesser extent, a transactional leader. A study conducted among excellent nurse executives and members of their immediate staff showed that all executives were predominantly transformational leaders but also possessed transactional leadership skills.

The charismatic appeal of a transformational leader: An empirical case study of a small, high-technology contractor.

Abstract: The association among transformational and transactional leadership behaviors, generalized beliefs about leadership, and self-reports of extra effort were examined in a corporation that experienced a turnaround in financial performance under a new general manager. Generalized beliefs about leadership and charisma were each significantly related to many transactional behaviors measured in the Leader Behavior Description Questionnaire—Form XII. Nevertheless, charisma was significantly related to self-reports of extra effort, after controlling for its association to these other transactional measures of leadership. These results imply that transactional behaviors may contribute to the emergence of charisma in smaller organizations where employees have more direct interactions with their top manager. Moreover, our evidence further reinforces that an attribution of charisma, as opposed to transactional behaviors, may be needed to sustain expenditures of extra effort.

Lessons from the Field: An Essay on the Crisis of Leadership in Contemporary Organizations:

Abstract: A consensus is emerging that contemporary organizations are in critical need of leadership with compelling vision. Often this leads to an overemphasis on the personality or character of the leader....

Transformational Nursing Leadership: A Vision for the Future

Abstract: Read more and get great! That's what the book enPDFd transformational nursing leadership a vision for the future will give for every reader to read this book. This is an on-line book provided in this website. Even this book becomes a choice of someone to read, many in the world also loves it so much. As what we talk, when you read more every page of this transformational nursing leadership a vision for the future, what you will obtain is something great.

A Search for Leadership. Leadership: What Does It Mean?.

Abstract: Over the years, researchers have defined "leadership" in myriad ways. On the whole, they have found that there are various kinds of leadership, that leadership works in many ways, and that it has distinctive requirements and processes. Leadership does not result merely from individual traits, but also involves attributes of the transaction between those who lead, those who follow, and situational variables. Transforming leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morale. A study of the most effective college presidents found that exemplary educational leaders relied on respect rather than popularity, worked longer hours, made decisions more easily and confided less in other presidents than did their counterparts. Five attributes emerge which define transformational leaders: influence; people orientation; motivation; values; and vision. The development of good leadership qualities requires good communication, promoting mutual rewards between leaders and followers, handling power with care, learning to make decisions, becoming a positive force, and articulating a winning mission. Mentoring programs can also help to strengthen leadership by *linking experienced administrators with those who are interested in learning new skills. A leader competency checklist is appended. (JMC)