Showing papers on "Transformational leadership published in 1994"
TL;DR: In this article, the authors define nine types of organizational cultures in terms of the extent transformational and transactional leadership and their effects form accepted ways of behaving and use the Organizational Description Questionnaire (ODQ) to describe their cultures.
Abstract: Nine types of organizational cultures are defined in terms of the extent transformational and transactional leadership and their effects form accepted ways of behaving. The Organizational Description Questionnaire (ODQ) is used by members of the organizations to describe their cultures. The nine types of organizations include the high-contrast culture with both strong transformational and transactional qualities to the "garbage can" which lacks either kind of leadership of consequence. A majority of organizations are somewhere inbetween either loosely guided, coasting, or contractual.
1,577 citations
TL;DR: The authors describes a 4-year program of research about transformational forms of leadership in schools responding to a variety of restructuring initiatives, and argues for the promise of transformational leadership in school-restructuring contexts.
Abstract: School restructuring creates new expectations of those who offer leadership to schools, expectations not well captured in images of instructional leadership. This article describes a 4-year program of research about transformational forms of leadership in schools responding to a variety of restructuring initiatives. Evidence is summarized about transformational leadership practices and behaviors in schools, their effects on a variety of school and teacher variables, and thought processes that give rise to such leadership practices. On the basis of this evidence, the author argues for the promise of transformational leadership in school-restructuring contexts.
1,179 citations
TL;DR: In this paper, the authors define leadership and then answer nine questions that routinely come up when practical decisions are made about leadership (e.g., whom to appoint, how to evaluate them, when to terminate them).
Abstract: Although psychologists know a great deal about leadership, persons who make decisions about real leaders seem largely to ignore their accumulated wisdom. In an effort to make past research more accessible, interpretable, and relevant to decision makers, this article defines leadership and then answers nine questions that routinely come up when practical decisions are made about leadership (e.g., whom to appoint, how to evaluate them, when to terminate them.
909 citations
TL;DR: In this article, the LISREL VII confirmatory factor analyzer was used to compare the LMX approach with research on mentoring, and it was shown that LMX can be used for transformational and transactional leadership.
Abstract: The literature on transformational and transactional leadership suggests integrating the leader-member exchange (LMX) approach with research on mentoring. Using LISREL VII confirmatory factor analy...
476 citations
TL;DR: In this paper, the authors developed a questionnaire measure of the perceived behavioral dimensions of charismatic leadership proposed by the Conger and Kanungo (1987, 1988) model and collected data from 488 managers belonging to four organizations located in the U.S.A. and Canada.
Abstract: Recent interest in the charismatic leadership role of managers in organizations calls for the identification and measurement of perceived behavior characteristics of such leadership. This article reports on the development of a questionnaire measure of the perceived behavioral dimensions of charismatic leadership proposed by the Conger and Kanungo (1987, 1988) model. Data were collected from 488 managers belonging to four organizations located in the U.S.A. and Canada. Analysis of the results revealed sound psychometric properties of the measure with adequate reliability, convergent and discriminant validity coefficients, and a stable factor structure. Implications of the measure for future research and practice are discussed.
460 citations
Book•
01 Jan 1994
TL;DR: In this paper, the authors present a survey of the current theories of personality stability and change in the field of psychology, and discuss state-of-the-art measurement issues.
Abstract: "Can personality change?", is a question that has absorbed psychologists since William James first proposed that personality was "set in plaster" by early adulthood. While there is substantial evidence for both personality stability and change, the trick is to understand what changes and what does not, when to expect stability and when to expect change, and why these occur as they do. In this volume, leading figures in the field of personality research examine provocative theories of change and stability, present the results of important new data from longitudinal research, and discuss state-of-the-art measurement issues. In addition to exploring solid traditional approaches to studying personality stability and change, this volume stimulates fresh insights by examining such processes as sudden transformational change, by looking to the addiction and recovery field for clues as to how change occurs or is blocked, and by tracing precursors to change, such as the "crystallisation of discontent." Whether personality can change is, arguably, one of the most important and interesting issues facing psychologists today. This volume asks the right questions and comes to answers that should intrigue all those whose research or practice is involved with how people change. The book is divided into four sections and also includes an integrative introductory and concluding chapter. In the introduction, Heatherton and Nichols outline the issues that each author must explicitly or implicitly address when considering personality stability and change, and they anticipate common themes that are presented in the chapters. In the first section, Agents of Stability, Costa and McCrae present evidence indicating that basic traits (for example, the Big Five) do not change significantly after people reach age 30. They also introduce a model that facilitates a comparison of the different definitions of personality found in this field of research. Brody, using the analogy of intelligence, argues that genetic endowment produces relative stability of personality. Buss argues that evolutionary forces lead idividuals to seek out contexts and situations that reinforce dispositional traits. In the next section, Theory and Measurement, Davis and Millon look at whether certain "world theories" might have relevance in classifying the current theories of personality stability and change. They also introduce a new metamodel, developmental contextualism. The chapters by Nesselroade and Boker and by Alder and Scher examine contemporary measurement issues and sophisticated mathematical models of change. DiClemente focuses on addictive behaviour and on applications of the transtheoretical change model to more general personality change. In the section, Change and the Life Cycle, Helson and Stewart present a variety of influential studies demonstrating that personality does appear to change as a consequence of evolving social roles and societal contexts. Franz then examines changes in implicit motives and preoccupations, especially those related to generativity during midlife. In the final section, Conceptions of Change, Miller and C'deBaca present their theory of quantum change - sudden transformation of the entire personality. Baumeister describes how discontent crystallises to motivate major life change, often after a focal event. McAdams's chapter clarifies differences between various definitions and theories of personality and helps explain seemingly divergent data by proposing three independent levels of personality: dispositional traits, personal concerns and life narrative. Pervins examines how the terms that have been used to describe personality stability and change can bias interpretation of results, draws conclusions from the arguments presented in this book, and discusses how studying change in psychotherapy can yield benefits for the personality theorist and researcher. In the conclusion, Weinberger summarises the common themes and important issues that emerged in the volume and concludes by addressing clinical issues in personality change, with a specific emphasis on what is changed by psychotherapy.
403 citations
TL;DR: In this paper, the authors focus on emerging evidence which indicates that the trend in U.S. corporations toward high-involvement work teams, consensus decision making, and empowerment may actually benefit the leadership styles that women already exhibit.
Abstract: There is considerable evidence that women encounter a glass ceiling or barrier to advancement into the executive ranks of organizations. Although many expected this barrier to be obliterated with the large influx of women entering the work force over the last two decades, little change has actually occurred in the most senior ranks. In most sectors, women still comprise less than 5 percent of board directorships and corporate officerships.
This article focuses on emerging evidence which indicates that the trend in U.S. corporations toward high-involvement work teams, consensus decision making, and empowerment may actually benefit the leadership styles that women already exhibit. Preliminary evidence is also provided which indicates that female managers are seen as more transformational than their male counterparts—a leadership style that has been shown to have a strong positive impact on individual, group, and organizational performance.
357 citations
TL;DR: This article presented theoretically derived propositions about the expected contents of charismatic leaders' speeches and offered a thematic content analysis of a representative speech by a charismatic orator, in order to demonstrate the content themes suggested by the propositions and specify the requirements for more systematic studies of the relationship between speech content and charisma.
Abstract: Despite apparent consensus about the importance of leader rhetoric, the topic has not received systematic attention from leadership scholars. The purpose of this article is to advance the study of the relationship between rhetorical behavior and charismatic leadership in three ways: first, by presenting theoretically derived propositions about the expected contents of charismatic leaders' speeches; second, by offering a thematic content analysis of a representative speech by a charismatic orator, in order to demonstrate the content themes suggested by the propositions; and third, by specifying the requirements for more systematic studies of the relationship between speech content and charisma.
317 citations
TL;DR: In this paper, the authors refine understanding of transformational leadership theory by a specification and test of boundary conditions, and find that transformational theory is an individual-level theory bounded by individuals' perceptions and not holding at higher levels of analysis.
Abstract: The purpose of this study was to refine understanding of transformational leadership theory by a specification and test of boundary conditions. Multiple levels of analysis (individual, dyad, and group) were used to identify conceptually and assess empirically the potential bounds on transformational leadership theory. Multi-source data were collected from a sample of 105 salespersons and their 33 sales supervisors, and within and between analysis (WABA) procedures were conducted. Contrary to higher-level (dyad, group) and cross-level assertions in the literature, transformational leadership results were based solely on individual differences. That is, in this sales setting, transformational leadership theory was determined to be an individual-level theory bounded by individuals' (superiors' and subordinates') perceptions and not holding at higher levels of analysis. Implications of the findings for future leadership research and practice are discussed.
316 citations
TL;DR: In this article, gender differences in transformational and transactional leadership style of women leaders are assessed, and it is argued that organizational context plays a deciding role in the leadership style exhibited by women leaders.
Abstract: Gender differences in transformational and transactional leadership style are assessed. Research that explores women's values and their relationship to leadership style is reviewed. Organizational context is argued to play a deciding role in the leadership style exhibited by women leaders. Traditionally masculine organizations are presented as less conducive to women's display of transformational leadership. Research findings are presented from a large-scale survey conducted in a nontraditional context. Subjects were 6,359 subordinates of leaders in all-female and all-male religious orders of the Roman Catholic Church. Subjects completed the Multifactor Leadership Questionnaire to measure frequency of transformational and transactional leadership behaviors. Subordinate ratings revealed both female and male leaders exhibit more transformational than transactional leadership behaviors. However, female leaders are rated to exhibit significantly more transformational leadership behaviors and significantly fewer transactional leadership behaviors than male leaders. Both female and male subordinates rated themselves as more satisfied with transformational leadership.
289 citations
TL;DR: This article examined the relationship between transformational and transactional leadership and the nature of the relationships between specified school outcomes and the constructs of transformational or transactional leaders, and found that transformational leaders are more effective than transactional ones.
Abstract: This study examined the nature of the relationship between transformational and transactional leadership and the nature of the relationships between specified school outcomes and the constructs of ...
TL;DR: In this paper, the classic metaphor of the manager as one who fights fires may need to be replaced by that of one who focuses on fire prevention, and the metaphor is replaced by a fire prevention metaphor.
Abstract: The classic metaphor of the manager as one who fights fires may need to be replaced by that of one who focuses on fire prevention.
TL;DR: Leadership has been defined in terms of the leader's actions, skills, and abilities since the early 16th Century when Machiavelli did so as mentioned in this paper, and it is defined as a way of evaluating a leader's ability, skills and abilities.
Abstract: Leadership has been defined in terms of the leader's actions, skills, and abilities since the early 16th Century when Machiavelli did so. Current and unprecidented global relationships that are fou...
TL;DR: In this paper, cognitive processes are used as mediators in the relationships between feedback and environmental inputs and leadership behaviors, including working memory, attribution, expectation, schema, script, and strategy processes.
Abstract: Cognitive processes constructs provide a framework for analysis of transformational leadership and transactional leadership behaviors. Working memory, attribution, expectation, schema, script, and strategy processes are viewed as mediators in the relationships between feedback and environmental inputs and leadership behaviors. While these processes are the bases for both transformational and transactional leadership behaviors, the specific cognitive content differs between them. Whether an individual leads by developing a vision and enlisting subordinates' ego involvement in it or by setting goals and structuring tasks, depends upon the content of relevant schemata and scripts. This content is developed through experiences in similar situations or through vicarious learning. Literature relevant to the leadership and cognitive processes areas is reviewed, propositions are presented, and implications for research and practice are discussed.
Book•
01 Jan 1994
TL;DR: The ethics of leadership as mentioned in this paper is a professional issue, which includes communication and interpersonal skills, conflict resolution, decision-making, and building and leading a team in order to solve problems.
Abstract: PrefaceAcknowledgementsIntroductionA professional issueCommunication and interpersonal skillsConflict resolutionDecision makingBuilding and leading a teamInitiating and implementing changeLeadership and the research connectionA partnership with parents and the publicThe ethics of leadershipEpilogueReferencesIndex.
01 Jan 1994
TL;DR: In this article, the authors examined the development of transformational leadership by linking life events and experiences to ratings of leadership given to a diverse group of 182 community leaders, who came from all sectors of society and represent a diverse profile of leaders from both the profit and not for profit sector.
Abstract: This paper examines the development of transformational leadership by linking life events and experiences to ratings of leadership given to a diverse group of 182 community leaders. The community leaders came from all sectors of society and represent a diverse profile of leaders from both the profit and not for profit sector. The data reported in this paper is based on evaluations of leaders using the Multifactor Leadership Questionnaire (MLQ) Form 5R(1) and a Life History Survey derived from the work of Owens and Schoenfeldt and their colleagues.(2) The primary objective of this paper is to provide a framework for linking key life experiences to the development of effective leadership behavior-particularly transformational leadership, while also offering suggestions for future research in this area.
TL;DR: In this paper, the authors examined project leadership behavior, championing, and effectiveness in 40 research and development (R&D) project groups and found that there is little association between project-level leadership or championing and project effectiveness, however, leadership exhibited at higher organizational levels is significantly correlated with effectiveness.
01 Oct 1994
TL;DR: In this article, the authors explore the use of cohort structures in administrator-preparation programs and consider how cohorts operate effectively as communities and how the cohort promotes the enhancement of the individual.
Abstract: This paper explores the use of cohort structures in administrator-preparation programs. The paper considers how cohorts operate effectively as communities and how the cohort promotes the enhancement of the individual. Data were derived from an analysis of the journals of 51 students enrolled in cohort programs at four university sites in California, Colorado, Texas, and Wyoming. Interaction is explored in relation to its effects on collegiality; purpose is viewed as the basis of collaboration. Group interaction and collaboration are shown to be necessary to both individual and group development. Individual growth is explored in relation to transformational leadership, and group growth is discussed as a necessary condition for organizational transformation. Respondents said that the cohort program gave them mutual support and solidarity, which led to increased interdependence. They also reported significant personal growth and enhanced knowledge. The paper presents a cohort model of individual and group development. The group is built on three interacting cornerstones--interaction, purpose, and interdependence. As the group is strengthened, so is the individual. The more empowered the individual member becomes, the more significantly he/she contributes to group development. Cohort programs have great potential for fostering a new leadership paradigm. Four tables and one figure are included. (Contains 39 references.) (LMI) *********A.* **AA************************************************** Reproductions supplied by EDRS are the best that can be made from the original document. AAA***********************i.AA;,******************** Cultivating a New Leadership Paradigm: From Cohorts to Communities Presented by: Dr. Cynthia J. Norris University 3f Houston and Dr. Bruce Barnett University of Northern Colorado
TL;DR: In recent years, the hospitality industry has undergone major changes both within the industry and in its operating environment as mentioned in this paper, and researchers have posited that in an environment of change, as descri...
Abstract: In recent years, the hospitality industry has undergone major changes both within the industry and in its operating environment. Researchers have posited that in an environment of change, as descri...
TL;DR: In this paper, the authors examined the probability of various leadership patterns emerging in organizations from the point of view of the conditions prevailing in the organization and their psychological implications, and indicated the need to expand the paradigms developed concerning leadership in organizations.
Abstract: Leadership literature in the past decade has drawn a sharp distinction between three types of leadership: transactional, charismatic and transformational. The leadership literature has dealt extensively with the sources and aspects of these leadership patterns, particularly in the context of “the leader and his people”, emphasizing transactional leadership as expressed in the contingency models developed mostly in the 1960s and 1970s. Offers a more comprehensive view and examines the probability of the various leadership patterns emerging in organizations from the point of view of the conditions prevailing in the organization and their psychological implications. Indicates the need to expand the paradigms developed concerning leadership in organizations. Presents the meanings of these arguments.
TL;DR: In this article, the authors present a perspective regarding leadership, draw lessons from the leadership literature, gain insights from research about leadership effectiveness, and infer from this literature prescriptions for practicing sport administrators.
Abstract: By virtue of their formal role in sport organizations, sport administrators are responsible for empowering subordinates to establish and achieve goals. The extent of their leadership skills will largely dictate the outcome of their actions with subordinates. After nearly a century of research on leadership, the question still remains as to what makes an effective leader. There are no absolute truths and no general panaceas about effective managerial leadership. However, a careful review of the literature reveals that a lot more is known about this topic than is usually acknowledged. The purpose of this article is to (a) express a perspective regarding leadership, (b) draw lessons from the leadership literature, (c) gain insights from research about leadership effectiveness, and (d) infer from this literature prescriptions for practicing sport administrators. The article reviews the research literature that pertains to (a) leadership influence and power, (b) leadership traits and skills, (c) leadership beh...
TL;DR: This article reviewed the emergence in leadership research of themes relevant to an understanding of entrepreneurship and used this to set the evolution of entrepreneurship education within the wider context of the changing focus of management education and development in general.
Abstract: The development of entrepreneurship as an interdisciplinary field of study parallels the development of leadership studies. In recent years a number of entrepreneurship researchers have begun to draw on leadership studies for inspiration. For some, the adoption of contingency approaches has been recommended as an alternative to the traditional trait-based approach. For others, more recent developments in transformational leadership studies, including a renewed emphasis on vision, have been advocated. This paper reviews the emergence in leadership research of themes relevant to an understanding of entrepreneurship and uses this to set the evolution of entrepreneurship education within the wider context of the changing focus of management education and development in general. The paper concludes that there are a number of respects in which a closer relationship between entrepreneurship research and leadership studies can be justified. Two in particular stand out: the increased importance being placed on tea...
TL;DR: In this paper, the authors propose that there are parallels between the roles of shamans in their communities and the roles which organizational change and development consultants can play in guiding organizational transformations.
Abstract: Proposes that there are parallels between the roles of shamans in their communities and the roles which organizational change and development consultants can play in guiding organizational transformations. Presents fundamental assumptions underlying the shamanic perspective on transformational change and utilizes them to understand the problems resulting from a large‐scale organizational change programme undertaken in one organization. Illustrates the importance of adopting an integrative holistic approach in order to enhance the long‐term viability and success of any organizational change and development intervention. Closes with a discussion of the ways in which organizational change and development consultants can and do act in shamanic ways.
TL;DR: In this paper, a discussion with internationally famous leadership scholar Dr. Bernard Bass about the current thinking and future direction for leadership theory development is presented along with implications for sport management scholars and practitioners.
Abstract: Sport management scholars and practitioners alike hold tremendous interest in the area of leadership. Recent developments in the area, particularly regarding transformational leadership, offer great promise to both groups. This article contains a discussion with internationally famous leadership scholar Dr. Bernard Bass about the current thinking and future direction for leadership theory development. A summary of that discussion is presented along with implications for sport management scholars and practitioners.
TL;DR: The Transformational Model for the Practice of Professional Nursing was developed as a "road map" for that purpose and discusses the paradigm shifts that need to occur in professional practice for future success.
Abstract: Our healthcare system is undergoing major transformation. Most nurse executives know that change is necessary and inevitable, but are less certain how to position their departments for these changes. The Transformational Model for the Practice of Professional Nursing was developed as a "road map" for that purpose. Part 1 of the model discusses the paradigm shifts that need to occur in professional practice for future success. The various components of the model are presented, and applications are identified. Part 2 will appear in the May 1994 issue of JONA, and will discuss the implementation of this model into a practice setting.
Book•
01 Jan 1994
TL;DR: In this paper, Gharajedadgi and Ackoff teach MBAs transformational thinking, and Marsh towards a model of organizations as interpretation systems, Daft and Weick. (part contents)
Abstract: Part I Of maps and territories: mechanisms, organisms and social systems, Gharajedadgi and Ackoff teaching MBAs transformational thinking, Morgan. Part 2 Ambiguity and interpretation in organizations - how we talk and how we act, Marsh towards a model of organizations as interpretation systems, Daft and Weick. Part 3 Webs of meaning - the organization as theatre, Bolman and Deal cultural change, Meyerson and Martin. Part 4 The organization in mind - organization as flux and transformation. (part contents)
TL;DR: In this paper, the authors argue that there appear to be three main ways in which managers may exercise leadership: strategic leadership, of the head, which is concerned with path finding and culture building to create an effective organization; supervisory leadership of the hands, which adapts one's style to the given situation in order to achieve efficient performance; and inspiring leadership, which engages with people, giving them an energizing vision.
Abstract: Leadership is a Humpty Dumpty word which people use in widely different ways. Argues that, on examination, there appear to be three main ways in which managers may exercise leadership. Two of them are specific to the manager′s nominal position. Strategic leadership, of the head, is concerned with path‐finding and culture‐building to create an effective organization. Supervisory leadership, of the hands, is concerned with adapting one′s style to the given situation in order to achieve efficient performance. The third type of leadership is more general. Inspiring leadership, of the heart, engages with people, giving them an energizing vision. All managers must exercise strategic and supervisory leadership of the head and hands – otherwise they are mere administrators. Good managers go further and inspire people with the heart – rendering their leadership transforming.