Showing papers on "Transformational leadership published in 1999"
TL;DR: A total of 3786 respondents in 14 independent samples, ranging in size from 45 to 549 in US and foreign firms and agencies, completed the latest version of the Multifactor Leadership Questionnaire (MLQ Form 5X), each describing their respective leader Based on prior literature, nine models representing different factor structures were compared to determine the best fit for the MLQ survey.
Abstract: A total of 3786 respondents in 14 independent samples, ranging in size from 45 to 549 in US and foreign firms and agencies, completed the latest version of the Multifactor Leadership Questionnaire (MLQ Form 5X), each describing their respective leader Based on prior literature, nine models representing different factor structures were compared to determine the best fit for the MLQ survey The models were tested in an original set of nine samples, and then in a second replication set comprised of five samples Results indicated the factor structure for the MLQ survey was best represented by six lower order factors and three correlated higher-order factors
2,892 citations
TL;DR: In contrast to the transactional leader who practises contingent reinforcement of followers, the transformational leader inspires, intellectually stimulates, and is individually considerate of them as mentioned in this paper, and contrary to earlier expectations, women leaders tend to be more transformational than their male counterparts.
Abstract: The interests of the organization and its members need to be aligned. Such is a task for the transformational leader. In contrast to the transactional leader who practises contingent reinforcement of followers, the transformational leader inspires, intellectually stimulates, and is individually considerate of them. Transformational leadership may be directive or participative. Requiring higher moral development, transformational leadership is recognized universally as a concept. Furthermore, contrary to earlier expectations, women leaders tend to be more transformational than their male counterparts. Although a six-factor model of transformational/ transactional leadership best fits a diversity of samples according to confirmatory factor analyses, whether fewer factors are necessary remains an open question. Another important research question that has only been partially answered is why transformational leadership is more effective than transactional leadership in a wide variety of business, military, industrial, hospital, and educational circumstances.
2,659 citations
TL;DR: In this paper, the authors argue that to be truly transformational, leadership must be grounded in moral foundations, and the moral character of the leaders and their concerns for self and others.
Abstract: The morality of transformational leadership has been sharply questioned, particularly by libertarians, “grass roots” theorists, and organizational development consultants. This paper argues that to be truly transformational, leadership must be grounded in moral foundations. The four components of authentic transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) are contrasted with their counterfeits in dissembling pseudo -transformational leadership on the basis of (1) the moral character of the leaders and their concerns for self and others; (2) the ethical values embedded in the leaders' vision, articulation, and program, which followers can embrace or reject; and (3) the morality of the processes of social ethical choices and action in which the leaders and followers engage and collectively pursue. The literature on transformational leadership is linked to the long-standing literature on virtue and moral character, as exemplified by Socratic and Confucian typologies. It is related as well to the major themes of the modern Western ethical agenda: liberty, utility, and distributive justice Deception, sophistry, and pretense are examined alongside issues of transcendence, agency, trust, striving for congruence in values, cooperative action, power, persuasion, and corporate governance to establish the strategic and moral foundations of authentic transformational leadership.
2,243 citations
TL;DR: Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership, however, most of the theories have conceptual weaknesses that reduce their capacity to explain effective leadership as mentioned in this paper.
Abstract: Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership. However, most of the theories have conceptual weaknesses that reduce their capacity to explain effective leadership. The conceptual weaknesses are identified here and refinements are suggested. The issue of compatibility between transformational and charismatic leadership is also discussed. Finally, some methodological problems involving construct validation and theory testing are identified, and suggestions for future research are provided.
2,011 citations
Book•
01 Jan 1999
TL;DR: The context for changing leadership: changing leadership - a menu of possibilities transformational leadership as a place to begin is discussed in this paper, where transformational school leadership at Central Ontario Secondary School setting directions - vision, goals and high expectations developing people - individualized support, intellectual stimulation and modelling redesigning the organization - culture, structure, policy and community relationships.
Abstract: Part 1 The context for changing leadership: changing leadership - a menu of possibilities transformational leadership as a place to begin. Part 2 Transformational school leadership: transformational leadership at Central Ontario Secondary School setting directions - vision, goals and high expectations developing people - individualized support, intellectual stimulation and modelling redesigning the organization - culture, structure, policy and community relationships. Part 3 Beyond transformational leadership - broadening and deepening the approach: the problem-solving processes of transformational leaders fostering teacher leadership building teachers' commitment to change creating the conditions for growth in teachers' professional knowledge and skill leadership for organizational learning maintaining emotional balance conclusion - future schools and leader's values.
1,570 citations
Journal Article•
1,324 citations
VU University Amsterdam1, University of Pennsylvania2, University of Maryland, Baltimore3, Cornell University4, New Mexico State University5, Qatar Airways6, Louisiana Tech University7, Université du Québec8, Stockholm School of Economics9, University of Buenos Aires10, University of Alberta11, University of Indonesia12, University of Queensland13, Bellevue University14, London Business School15, Western Illinois University16, University of Memphis17, Fudan University18, Boğaziçi University19, University of Reading20, University of South Africa21, Athens University of Economics and Business22, Ludwig Maximilian University of Munich23, University of Calgary24, University of Burgundy25, National Sun Yat-sen University26, Hong Kong Polytechnic University27, Indian Institute of Management Ahmedabad28, City University of Hong Kong29, Lincoln University (New Zealand)30, University of Lethbridge31, Wayne State University32, University College Dublin33, Indiana University34, Kuwait University35, Technion – Israel Institute of Technology36, University of Giessen37, The Chinese University of Hong Kong38, University of Zurich39, Fordham University40, Complutense University of Madrid41, University of Nebraska–Lincoln42, INCAE Business School43, National University of Malaysia44, Opole University45, Hong Kong Baptist University46, Tbilisi State University47, Ohio State University48, University of Wrocław49, Alexandria University50, University of San Francisco51, Melbourne Business School52, Bentley University53, University of Los Andes54, I-Shou University55, Johannes Kepler University of Linz56, International Labour Organization57, Smith College58, Copenhagen Business School59, Chungnam National University60, National University of Singapore61, Tilburg University62, Hong Kong University of Science and Technology63, Thammasat University64, Sewanee: The University of the South65, FernUniversität Hagen66, Soochow University (Suzhou)67, University of St. Gallen68, Kumamoto University69
TL;DR: In this paper, the authors focus on culturally endorsed implicit theories of leadership (CLTs) and show that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership.
Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.
1,227 citations
Book•
01 Jan 1999
TL;DR: A "Full Range" Viewing Leadership at Its Many Levels If We Really Need to Do It, Then What Is Shared Leadership? Building the Context to Embed a Transformational Leadership System Four Principles at the Base of the Full Range Model - Which Rose to the Top Over and Over Again Its Not Leadership If It Affects Performance - Directly Several Strange Places to Learn About Full Leadership Development This Is the Last Chapter! The End/The Beginning as discussed by the authors.
Abstract: Building a Leadership Relationship Developing a Compact of Understanding Many Sides and Levels to Leadership Processes A "Full Range" View of Leadership Development and Potential Are Leaders Born Versus Made? Well, Yes Viewing Leadership at Its Many Levels If We Really Need to Do It, Then What Is Shared Leadership? Building the Context to Embed a Transformational Leadership System Four Principles at the Base of the Full Range Model - Which Rose to the Top Over and Over Again Its Not Leadership If It Affects Performance - Directly Several Strange Places to Learn About Full Leadership Development This Is the Last Chapter! The End/The Beginning
1,148 citations
TL;DR: In this paper, a comprehensive model of relationships between transformational and transactional leadership, procedural and distributive justice, trust, job satisfaction, organizational commitment, and organizational citizenship behaviors (OCBs) is presented.
1,022 citations
TL;DR: The intensity of the relationship between CIO's interactions with the top management team and their level of IT and business knowledge is much stronger in firms that articulate a transformational IT vision, and the sophis- tication of IT infrastructures was also found to significantly impact IT assimilation.
Abstract: assimilation is regarded as an important outcome in the efforts of firms to leverage the potential of information technologies in their business activities and strategies. Despite significant investments in information technology, considerable diversity exists in how well firms have been able to assimilate IT and leverage the business value of IT. This research draws upon the emerging knowledge-based and resource-based views of the firm to examine the influence of three factors on IT assimilation: (i) quality of senior leadership, (ii) sophisti- cation of IT infrastructures, and (iii) organizational size. Drawing upon a large-scale sample survey where responses were obtained from CIOs and senior business executives who were members of the firms' top management teams, the study examines a variety of mostly nor- mative prescriptions. The findings provide robust evidence about the impacts of CIOs' busi- ness and IT knowledge on IT assimilation. Further, we find that CIOs' membership in top management teams and their informal interactions with TMT members enhance their knowl- edge, particularly their business knowledge. We find that the intensity of the relationship between CIO's interactions with the top management team and their level of IT and business knowledge is much stronger in firms that articulate a transformational IT vision. The sophis- tication of IT infrastructures was also found to significantly impact IT assimilation. Surpris- ingly, the IT knowledge of senior business executives was not found to be a significant influ- ence on IT assimilation. The implications of these findings for evolving a deeper understanding of the dynamics underlying IT assimilation are presented.
1,004 citations
TL;DR: In this article, the authors provide an overview of the evolution of charismatic and transformational leadership in organizations, and examine progress along the following dimensions: 1) leader behaviors and their effects; 2) follower dispositions and dependency dynamics; 3) contextual factors; 4) institutionalization and succession forces; and 5) the liabilities of charismatic or transformational leaders.
Abstract: Over the last decade and a half, the topic areas of charismatic and transformational leadership in organizational settings have undergone a significant evolution in terms of both theory development and empirical investigations. As a result, our knowledge about these leadership forms has deepened, and there are several dominant theories that are now established paradigms in the leadership field. At the same time, despite advances, there are numerous dimensions of these leadership forms about which we still know very little. Given this moment in the field's evolution, it is only appropriate that we take stock of where we have been and where we need to go into the future. We therefore provide an overview of the evolution of charismatic and transformational leadership in organizations. We examine progress along the following dimensions: 1) leader behaviors and their effects; 2) follower dispositions and dependency dynamics; 3) contextual factors; 4) institutionalization and succession forces; and 5) the liabilities of charismatic and transformational leaders.
TL;DR: In this article, the authors examined the linkages between leader-member exchange (LMX), transformational and transactional leadership, and physical distance in predicting performance of 317 followers over a 1-year period.
Abstract: The authors examined the linkages between leader-member exchange (LMX), transformational and transactional leadership, and physical distance in predicting performance of 317 followers over a 1-year period. Results from a partial least squares analysis revealed that LMX was related positively to transformatio nal and contingent reward leadership and negatively to management-by -exception. LMX and active management-by-exception positively predicted follower performance, and physical distance moderated leadership-performance relationships. Transformational leadership produced significantly higher follower performance in close versus distant situations, whereas LMX produced high follower performance irrespective of physical distance between leaders and followers. Interest in leadership in complex organizations is characterized by the parallel development of two different perspectives. One viewpoint is leader-focused. This stream of research attempts to explain individual, group, or organizational performance outcomes by analyzing specific leader behaviors and linking them directly to those outcomes. Examples of such perspectives include transformational, charismatic, and value-based theories of leadership, as developed by Bass (1985), House (1977), and House, Delbecq, and Taris (1996), respectively. In contrast, the second perspective focuses on the explicit one-on-one relationships that develop between leader and follower. Adherents of this perspective propose a link between follower performance and the quality and level of mutual trust, respect, and influence within those individual leader-follower relationships. The best example of this perspective is the leadermember exchange (LMX) theory of leadership originated
TL;DR: In this paper, the authors present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership, including organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture.
Abstract: The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich and refine charismatic leadership theory by linking it to its organizational context. We argue that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others. We develop and present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership. Among the contextual variable we examine are the organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture, as well as the leader's level in the organization and the circumstances surrounding his or her appointment.
TL;DR: In this paper, the authors present a model of CEO charismatic leadership in organizations and show how such leadership can, through levels of management and analysis, impact organizational performance, integrating issues relevant to the conceptualization of theoretical constructs and their relationships, measurement, and echelons.
Abstract: We present a model of CEO charismatic leadership in organizations and show how such leadership can, through levels of management and analysis, impact organizational performance. We integrate levels issues relevant to the conceptualization of theoretical constructs and their relationships, measurement, and echelons, and develop the concept of close versus distant leadership as a means of understanding the dynamics of CEO leadership. We also include a consideration of possible alternative levels of analysis at which the constructs in our model may be operating.
TL;DR: In this paper, the authors examined whether self-awareness of managers (defined as agreement between self and other leadership ratings) would moderate relationships between (a) aspects of emotion and (b) emotions.
Abstract: The purpose of this study was to examine whether self-awareness of managers (defined as agreement between self and other leadership ratings) would moderate relationships between (a) aspects of emot...
TL;DR: This paper manipulated transformational and transactional leadership styles and compared them in individual and group task conditions to determine whether they had different impacts on individualists and counter-individualists in individual task conditions.
Abstract: We manipulated transformational and transactional leadership styles and compared them in individual and group task conditions to determine whether they had different impacts on individualists and c...
TL;DR: This paper used survey data from an achieved sample of 1818 teachers and 6490 students from 94 elementary schools in one large district were used to replicate an earlier study of the effects of transformational leadership practices on selected organizational conditions and student engagement with school.
Abstract: Most school restructuring initiatives assume significant capacity development on the part of individuals, as well as whole organizations; they also depend on high levels of motivation and commitment to solving the substantial problems associated with the implementation of restructuring initiatives. Transformational approaches to leadership have long been advocated as productive under these conditions, and evidence suggests that transformational practices do contribute to the development of capacity and commitment. Much less evidence is available, however, about whether these socio-psychological effects actually result in organizational change and enhanced organizational outcomes. Survey data from an achieved sample of 1818 teachers and 6490 students from 94 elementary schools in one large district were used to replicate an earlier study of the effects of transformational leadership practices on selected organizational conditions and student engagement with school. Similar in most respects to our earlier s...
TL;DR: Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership, but most of the theories have weaknesses in the conceptualization and measurement of leadership processes as mentioned in this paper.
Abstract: Theories of transformational and charismatic leadership provide important insights about the nature of effective leadership, but most of the theories have weaknesses in the conceptualization and measurement of leadership processes. The limitations include use of simplistic two-factor models, omission of relevant behaviours, focus on dyadic processes, assumption of heroic leadership, and overreliance on weak methods. I discuss these weaknesses and present results from a study on leader behaviour dimensions to clarify some of my concerns.
TL;DR: The importance of leadership to the change management process is underscored by the fact that change, by definition, requires creating a new system and then institutionalizing the new approaches.
Abstract: The importance of leadership to the change management process is underscored by the fact that change, by definition, requires creating a new system and then institutionalizing the new approaches. While change management depends on leadership to be enacted, to date there has been little integration of these two bodies of literature. Thus, the purpose of this article is to draw parallels between the change literature and the leadership literature; specifically, the transformational leadership literature that is primarily concerned with the capabilities required to enact change successfully. This is done by describing areas of convergence between the two literatures that point to the appropriateness of transformational leadership in enacting change. Finally, the papers in the special issue are previewed by identifying their underlying themes.
TL;DR: In this paper, the authors use a framework by Reichers and Schneider (1990) to explore the evolution of leadership research across time and conclude that a crucial contribution of transformational/charismatic leadership has been in terms of its rejuvenation of the leadership field, regardless of whatever content contributions it has made.
Abstract: I use a framework by Reichers and Schneider (1990) to explore the evolution of leadership research across time. This analysis leads to development of the doom and gloom arguments about the field in the 1970s and early 1980s. Transformational and charismatic leadership is discussed as it takes off following the doom and gloom period. That takeoff is followed by revisiting the shift to transformational/charismatic leadership and considering why some of the leading and next-generation scholars set off in this new direction. I then link transformational/charismatic leadership with more traditional approaches and finish with conclusions concerning forces for change, assessing where the leadership field is currently, and providing a future assessment with some caveats. I conclude that a crucial contribution of transformational/charismatic leadership has been in terms of its rejuvenation of the leadership field, regardless of whatever content contributions it has made. This rejuvenation came about because of what most would consider a paradigm shift that has attracted numerous new scholars and moved the field as a whole out of its doldrums.
TL;DR: This article investigated personality attributes and cognitive ability as determinants of leadership emergence in teams, and the impact of leadership that can emerge from the team leader and other team members (staff) on team performance.
Abstract: The aim of this study was to investigate (a) personality attributes and cognitive ability (g) as determinants of leadership emergence in teams, and (b) the impact of leadership that can emerge from the team leader (operationalized as the team member with the highest leadership score) and other team members (staff) on team performance. Autonomous work team members who had been working together for 13 weeks were studied. Participants were 480 undergraduates in 94 initially leaderless teams of 5 or 6. We found that leadership emergence was associated most strongly with g, followed by conscientiousness, extraversion, and emotional stability. Teams performed best when both the team leader and staff were high in leadership. Furthermore, an effective team leader does not ameliorate the negative affects of a staff low in leadership.
Book•
10 Feb 1999
TL;DR: Hilliard and Robles as mentioned in this paper discussed the importance of cultural knowledge in the development of culturally-proficient leaders and provided resources for developing culturally-aware leaders in an inside-out approach.
Abstract: Foreword to the Third Edition by Darline P. Robles Foreword to the Second Edition by Carl A. Cohn Foreword to the First Edition by Asa G. Hilliard, III Preface Acknowledgments About the Authors Part I. Understanding Cultural Proficiency 1. Cultural Proficiency Cultural Proficiency - An Inside-Out Approach to Difference The Four Tools A Historical Context What's In It For Us? Learning and Teaching Effectively Living in a Global Community Participating in the Community Providing Leadership The Case Rolling Meadows Unified School District Coolidge Unified School District Resources for Developing Culturally Proficient Leaders Read the Text First The Matrix Going Deeper Reflection 2. A Cultural and Historical Context for Our Unfolding Democracy An Inside-Out Approach What it Takes Culture is ... What Happened to Race? The Legacy of Segregation and Exclusion A History of Caste in the U.S. Labels for Historically Oppressed People Segregation to Cultural Proficiency Culture and History Provide Perspective Going Deeper 3. Leadership for Today's Schools Our Journey and Culturally Proficient Leaders Transformational Leadership Formal and Nonformal Leaders Collaborative Leadership Culturally Proficient Leadership So, Where Do You Start? Going Deeper Reflection 4. Framing Your Work With the Cultural Proficiency Tools Inside-Out Change Cultural Proficiency Conceptual Framework The Four Tools of Cultural Proficiency Going Deeper Reflection Part II. Using the Tools of Cultural Proficiency 5. The First Tool: Overcoming Barriers Barriers to Cultural Proficiency This Chapter is for Everyone Caveat: Systemic Oppression Caveat: Privilege and Entitlement Caveat: Unawareness of the Need to Adapt Changing Educational Practices Culturally Proficient Educators Overcoming Resistance Very Good News Going Deeper Reflection 6. The Second Tool: The Guiding Principles of Cultural Proficiency The Guiding Principles of Cultural Proficiency Cultural Proficiency as Expression of Values Principle: Culture is Ever Present Principle: People are Served in Varying Degrees by the Dominant Culture Principle: People Have Group Identities and Personal Identities Principle: Diversity Within Cultures Is Important Principle: Each Group Has Unique Cultural Needs that Must be Respected Principle: The Family, as Defined by each Culture, is the Primary System of Support in the Education of Children Principle: People Who are not Part of the Dominant Culture Have to be at Least Bicultural Principle: Inherent in Cross-cultural Interactions are Social and Communication Dynamics that must be Acknwledged, Adjusted to, and Accepted Principle: The School System must Incorporate Cultural Knowledge into Practice and Policy Making Make it Count Going Deeper Reflection 7. The Third Tool: The Cultural Proficiency Continuum The Continuum Going Deeper Reflection 8. The Fourth Tool: The Essential Elements The Essential Elements of Cultural Proficiency Analyzing School Leadership Going Deeper Reflection Part III. Making the Commitment to Cultural Proficiency 9. The Case: One Last Look Matrix: How to Use Cultural Proficiency Books Resources Introduction to Resource Activities Resource A. Understanding Diversity Activity 1. A Few Definitions Activity 2. Telling Your Story Activity 3. Diversity in Your Life Activity 4. Stand Up Activity 5. Line Up Activity 6. Demographics Activity 7. Starpower Resource B. Getting to Know Myself Activity 1. Journaling Activity 2. Diversity Lifeline Activity 3. Name Five Things Activity 4. Who are You? Activity 5. Who am I? Activity 6. Cultural Portrait Activity 7. Personal Stereotypes I Activity 8. Personal Stereotypes II Activity 9. Process of Personal Change Activity 10. Seven Dynamics of Change Activity 11. Paradigms Activity 12. Strength Bombardment Resource C. Getting to Know Your Colleagues and Your Organization Activity 1. Introductory Grid Activity 2. Cultural Perceptions Activity 3. What's Your Name Activity 4. Totems or Crests Activity 5. Family Portrait Activity 6. Group Stereotypes Activity 7. Circle of History Activity 8. Storytelling Activity 9. Voices that Resonate Activity 10. Needs Assessment Resource D. Understanding Power and Privilege Activity 1. Barriers to Cultural Proficiency Activity 2. Culturally Incompetent Organizations Activity 3. Privilege and Entitlement Survey Activity 4. Listening and Hearing Activity 5. Seven Minute Day Resource E. Going Deeper with the Principles Activity 1. Guiding Principles Discussion Starters Activity 2. Family Values Activity 3. My Work Values Activity 4. Managing Conflict with Our Core Values Activity 5. Examining Your Organizational Values Resource F. Going Deeper with The Continuum Activity 1. The Cultural Proficiency Continuum Activity 2. Exploring Behaviors Along the Continuum Resource G. Going Deeper with the Essential Elements Activity 1. Understanding the Essential Elements Activity 2. Essential Elements of Culturally Proficient Leaders Activity 3. Cultural Competence Self Assessment References Index
TL;DR: In this paper, the authors draw on theories of social meaning to develop a process model of charismatic leadership, which suggests that charismatic leaders employ a set of consistent communication strategies for effecting social change.
Abstract: Because of their unique relationship with followers, charismatic leaders can be powerful agents of social change. Current theories of charismatic leadership have emphasized primarily the personality and behavior of leaders and their effects on followers, organizations, and society. This emphasis fails to uncover why and how the charismatic leader/follower interaction can generate social change. Our study draws on theories of social meaning to develop a process model of charismatic leadership. Empirical exploration of our model suggests that charismatic leaders employ a set of consistent communication strategies for effecting social change.
TL;DR: In this paper, the authors propose that the maintenance of behavioral integrity is a highly problematic and consequential element of the successful management of change, and support for this view is drawn from the literatures on management fads, transformational leadership, trust and source credibility.
Abstract: Behavioral integrity is the perceived fit between espoused and enacted values. We propose that the maintenance of behavioral integrity is a highly problematic and consequential element of the successful management of change. Support for this view is drawn from the literatures on management fads, transformational leadership, trust and source credibility. Practical implications are developed.
TL;DR: The authors examined the relationship of transformational leadership and leader member exchange to organizational justice and job satisfaction in five separate cultures and found that while there is consistent support for some of the proposed linkages, there are also some interesting differences across cultures.
Abstract: International management scholars and practitioners agree that managers cannot simply assume that leadership behaviors effective in one culture can be readily transferred to other cultures. This study examines the relationship of transformational leadership and leader member exchange to organizational justice and job satisfaction in five separate cultures. Results indicate that while there is consistent support for some of the proposed linkages, there are also some interesting differences across cultures. Implications for theory and future research on international business are discussed.
TL;DR: This paper found this book to be both invigorating and thought challenging, and it forced me to redefine my own sense of present reality and future, which was a jolting experience to again force me to think about the teaching practices and life directions.
Abstract: I found this book to be both invigorating and thought challenging. These essays forced me to redefine my own sense of present reality and future. As both a college professor and a practicing Certified Public Accountant, I have tended in the years since my own college experience to focus more on the practical, &dquo;how to’s&dquo; of life and business. This book was a jolting experience to again force me to think about the &dquo;what should be&dquo; of my own teaching practices and life directions.
TL;DR: This paper conducted an experiment with 191 college undergraduates to test Boal and Bryson's (1988) assertions that there are at least two forms of charismatic leadership under crisis conditions (visionary and crisis responsive) and that once the crisis condition has abated, the effects of crisis-responsive leadership deteriorate comparatively faster than other forms of charisma.
Abstract: A single factor, seven-level, repeated measures, unbalanced experiment was conducted with 191 college undergraduates to test Boal and Bryson's (1988) assertions that: (1) there are at least two forms of charismatic leadership under crisis conditions—visionary and crisis-responsive; and (2) once the crisis condition has abated, the effects of crisis-responsive leadership deteriorate comparatively faster than other forms of charismatic leadership. The experiment consisted of four crisis condition leadership treatments (crisis-responsive, visionary under crisis, exchange under crisis, and low expressiveness under crisis) and three no-crisis condition leadership treatments (visionary no crisis, exchange no crisis, and low expressiveness no crisis) at time one followed by low expressiveness no crisis at time two. Two graduate student “leaders” who memorized carefully prepared scripts delivered the leadership treatments. Analysis consisted of 28 a priori comparisons of cell means and repeated measures ANOVA to determine significant main effects as well as interactions. We found support for our hypothesis that there are two forms of charisma (visionary and crisis-responsive) and that, in the absence of crisis, the effects of crisis responsive charisma decay faster than do the effects of visionary charisma. Some men see things as they are and ask why? I dream things that never were and ask, why not? —Robert F. Kennedy as quoted in Ted's eulogy for Robert ( Kennedy, 1968 , p. 58) There are no great men. There are only great challenges which ordinary men are forced by circumstances to meet. —W. F. “Bull” Halsey in Lay and Gilroy (1959) The quotes above capture the essence of much of the current literature concerning charismatic leadership. Is charisma primarily based on the vision of an extraordinary leader or does it evolve from rising to face extraordinary circumstances, such as a crisis? Strong adherents of Weber (e.g., Beyer, 1999; Trice & Beyer, 1986 , pp. 118–119) argue that he considers the following five interacting elements as crucial in producing charisma: 1. An extraordinarily gifted person; 2. A social crisis or situation of desperation; 3. A set of ideas providing a radical solution to the crisis; 4. A set of followers who are attracted to the exceptional person and who come to believe that he or she is directly linked to transcendent powers; and 5. The validation of that person's extraordinary gifts and transcendence by repeated successes. Trice and Beyer (1986) viewed charisma as a sociological phenomenon that emerged from the interaction of all of these elements, and argued that all of them must be present to some degree for charisma to occur.
Book•
20 Jul 1999
TL;DR: A masterpiece of integration and application that draws widely on the best Christian and scientific sources on development and draws solid conclusions from what we have learned from experience in ministries around the world, Bryant Myers shows how Christian mission can contribute to dismantling poverty and social evil as discussed by the authors.
Abstract: Proposes an understanding of development in which the physical, social, and spiritual dimensions of life are seamlessly interrelated. "A masterpiece of integration and application that draws widely on the best Christian and scientific sources on development and draws solid conclusions from what we have learned from experience in ministries around the world." From the Foreword by Paul G. Hiebert "A book from which Christians of every church tradition can draw deeply and profit greatly. The practical wisdom found here can only be the result of what is expressed by its title: 'walking with the poor.'"-- --Stephen B. Bevans, Catholic Theological Union In this revised and updated edition of a modern classic, Bryant Myers shows how Christian mission can contribute to dismantling poverty and social evil. Integrating the best principles and practice of the international development community, the thinking and experience of Christian nongovernmental organizations (NGOs), and a theological framework for transformational development, Myers demonstrates what is possible when we cease to treat the spiritual and physical domains of life as separate and unrelated.
TL;DR: The Model of Self-Sacrificial Leadership (MSL) as mentioned in this paper explores why self-sacrificial behaviors would arise in organizational settings and the effects this would have on followers when a leader exhibits self-carerificial behaviours.
Abstract: This article reports the results of two studies that tested the Model of Self-Sacrificial Leadership. The Model explores why self-sacrificial behaviors would arise in organizational settings and the effects this would have on followers when a leader exhibits self-sacrificial behaviors. Two experimental studies were conducted with 357 student and 157 industry subjects to investigate the effects of self-sacrificial leader behaviors on the followers' perceptions and attitudes. The main hypotheses of the Model were confirmed: (1) Followers attributed charisma and legitimacy to a self-sacrificial leader and (2) intended to reciprocate such a leader's behaviors. These effects were moderated by the followers' perceptions of the leader's competence. Implications of the results are discussed and future research directions are proposed.