Showing papers on "Transformational leadership published in 2000"

Five-factor model of personality and transformational leadership.

Abstract: This study linked traits from the 5-factor model of personality (the Big 5) to transformational leadership behavior. Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict transformational leadership. Results based on 14 samples of leaders from over 200 organizations revealed that Extraversion and Agreeableness positively predicted transformational leadership; Openness to Experience was positively correlated with transformational leadership, but its effect disappeared once the influence of the other traits was controlled. Neuroticism and Conscientiousness were unrelated to transformational leadership. Results further indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs. Finally, transformational leadership behavior predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership.

The Effects of Transformational Leadership on Organizational Conditions and Student Engagement with School.

Abstract: Most school restucturing 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 1,762 teachers and 9,941 students in one large school district were used to explore the relative effects of transformational leadership practices on selected organizational conditions and student engagement with school. Results demonstrated strong significant effects of such leadership on organizational conditions, and moderate but still significant total effects on student engagement.

Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership.

Abstract: This experimental study examined the causal effects of transformational and transactional leadership and the mediating role of trust and value congruence on follower performance. A total of 194 student participants worked on a brainstorming task under transformational and transactional leadership conditions. Leadership styles were manipulated using two confederates, and followers' performance was evaluated via three measures—quantity, quality, and satisfaction. Results, based on path analyses using LISREL, indicated that transformational leadership had both direct and indirect effects on performance mediated through followers' trust in the leader and value congruence. However, transactional leadership had only indirect effects on followers' performance mediated through followers' trust and value congruence. Implications of these results for future research on leadership are provided. Copyright © 2000 John Wiley & Sons, Ltd.

Charismatic leadership and follower effects

Abstract: On the basis of the current theories of charismatic leadership, several possible follower effects were identified. It is hypothesized that followers of charismatic leaders could be distinguished by their greater reverence, trust, and satisfaction with their leader and by a heightened sense of collective identity, perceived group task performance, and feelings of empowerment. Using the Conger–Kanungo charismatic leadership scale and measures of the hypothesized follower effects, an empirical study was conducted on a sample of 252 managers using structural equation modelling. The results show a strong relationship between follower reverence and charismatic leadership. Follower trust and satisfaction, however, are mediated through leader reverence. Followers' sense of collective identity and perceived group task performance are affected by charismatic leadership. Feelings of empowerment are mediated through the followers' sense of collective identity and perceived group task performance. Copyright © 2000 John Wiley & Sons, Ltd.

The Future of Leadership in Learning Organizations

Abstract: Executive Summary Among the most prominent developments in recent years in the investigation of transformational leadership has been the confirmation of the utility of transformational leadership f...

Transformational leadership and emotional intelligence: an exploratory study

Abstract: Investigated whether emotional intelligence (EQ) is associated with the use of transformational leadership in 49 managers. Managers completed questionnaires assessing their own emotional intelligence and attributional style; their subordinates (n = 187) provided ratings of their transformational leadership. Controlling for attributional style, multivariate analyses of covariance showed that three aspects of transformational leadership (i.e. idealized influence, inspirational motivation, and individualized consideration) and constructive transactions differed according to level of emotional intelligence. In contrast, no multivariate effects emerged for transactional leadership (i.e. laissez faire or management‐by‐exception). Some suggestions for future research are offered.

A Short Measure of Transformational Leadership

Abstract: This study reports the development of a short measure of transformational leadership: the Global Transformational Leadership scale (GTL). The study sample was 1,440 subordinates who assessed the leader behaviour of 695 branch managers in a large Australian financial organisation. Exploratory and confirmatory factor analysis showed that the GTL measured a single construct of leadership and had satisfactory reliability. Evidence for the convergent and discriminant validity is presented. We conclude that the GTL has a number of potential uses as an assessment and selection tool and in leadership research.

Leadership styles, mentoring functions received, and job‐related stress: a conceptual model and preliminary study

Abstract: This research examined linkages between mentor leadership behaviors (laissez-faire, transactional contingent reward, and transformational), protege perception of mentoring functions received (career development and psychosocial support) and job-related stress of 204 mentor–protege dyads. Results of Partial Least Squares analysis revealed that mentor transformational behavior was more positively related to mentoring functions received than transactional contingent reward behavior, while mentor laissez-faire behavior was negatively related to mentoring functions received. Both mentor transformational behavior and mentoring functions received were negatively related to protege job-related stress. The relationship between mentor transformational behavior and protege job-related stress was moderated by the level of mentoring functions received. Results are discussed as they relate to researchers and practitioners who are becoming interested in finding ways to develop organizational members and allay job-related stress. Copyright © 2000 John Wiley & Sons, Ltd.

Charismatic leadership viewed from above: the impact of proactive personality

Abstract: We tested hypotheses regarding the relationship between proactive personality and perceptions of charismatic leadership. A sample of 156 managers completed measures of proactive personality along with measures of the five-factor model of personality and other individual differences. The managers' immediate supervisors rated their charismatic leadership and in-role behavior. Results suggest that self-reported proactive personality is positively associated with supervisors' independent ratings of charismatic leadership. Hierarchical regression analyses revealed that proactive personality accounts for variance in a manager's charismatic leadership above and beyond that accounted for by an array of control variables (the Big Five personality factors, in-role behavior, and social desirability). Copyright © 2000 John Wiley & Sons, Ltd.

Leading Schools in Times of Change

Abstract: The changing face of headship studying leadership in schools from multiple perspectives the headteachers the deputies and teachers the perspectives of governors, parents, support staff the students' perspectives school leadership - tensions and dilemmas post transformational leadership.

Department-level Cultures and the Improvement of Learning and Teaching

Abstract: This article argues that good practice in teaching and learning in the English-speaking world may be compromised by structural changes in the higher education system. The impact of these changes is, however, affected by leadership practices and working cultures at the departmental level. These can, it is argued, assist in the development of 'deeper' teaching and learning practices even in a context which may be seen as unfavourable to them. Rejecting simplistic notions of transformational leadership and organisational cultural engineering, the article identifies activity systems at the local, departmental, level as the central loci of changes in approaches to and recurrent practices in teaching and learning. Desirable change is most likely to be achieved in collective and collaborative ways, which means that change processes are contingent and contextualised, and that outcomes are unpredictable and fuzzy. The data in this article come from in-depth interviews with academics in England and Canada; from one...

The proactive employee: Managing workplace initiative

Abstract: Executive Overview Business and behavioral undertakings such as job enrichment, participation, empowerment, and transformational leadership are organizational attempts to expand the employee role. This article examines a number of these undertakings to illustrate how they function as role-expansion mechanisms, and how they implicitly define five role characteristics generally reflective of a proactive employee. While job and task competence, interpersonal effectiveness, and organizational orientation have always been associated with the employee role, the other two role characteristics—enterprising qualities and personal integrity—represent relatively new expectations. These new demands raise some important issues for firms and managers, centered on differences associated with the firm's, the manager's, and the employee's expectations regarding the use of judgment and initiative. The article examines some implications of these differences, discusses person-environment fit considerations, and proposes reco...

Effects of transformational leadership on subordinate motivation, empowering norms, and organizational productivity

Abstract: As part of an integrative model of leadership, transformational (versus transactional) styles are proposed to be related to subordinates' motivation and commitment to quality, the strength of empowering norms at the subunit level, and organizational productivity. Transformational and transactional styles also are proposed to be related to the self‐image of leaders. Hypotheses are tested in a military setting, the United States Army Recruiting Command, through the use of survey data provided by mid‐level leaders, station commanders, and recruiters. Data are supplemented by direct measures of subunit productivity. Results support some, but not all, of the proposed hypotheses. Implications for research and practice are presented, along with limitations of the research.

Enhancing transformational leadership: the roles of training and feedback

Abstract: Investigated the effect of leadership training and counseling feedback on subordinates’ perceptions of transformational leadership. A total of 40 organizational leaders participated in a 2 (training) × 2 (feedback) design. Data from 180 subordinates showed that both training and feedback resulted in increased subordinate perceptions of leaders’ transformational leadership. Results suggest that both training and feedback are effective means of changing leadership behaviors but that the combination of training and feedback did not result in enhanced transformational leadership.

Development and effects of transformational leadership in adolescents.

Abstract: We developed and tested a model in which adolescents who perceive their parents exhibiting transformational leadership behaviors would themselves display these behaviors. In turn, adolescents who used transformational leadership behaviors in a team context (as rated by themselves, their peers, and their coach) would be rated as more effective, satisfying, and effort-evoking leaders by their peers and coaches. Participants were 112 high school students (mean age = 15.2 years) who were members of 11 sports teams, and their team coaches. Controlling for the effects of adolescents' skills, results obtained using structural equation modeling supported the predicted model. Conceptual and empirical issues regarding the development and effects of transformational leadership in adolescents are discussed.

Transformational leadership and attachment.

Abstract: Attachment theory posits that the child's experiences with attachment figures (mostly parents) form the basis for an internal working model of self and others that can be either secure (others and self are perceived positively) or insecure (others or self are perceived negatively). In adulthood, these models are reflected in attachment styles which are manifested in various realms (e.g., romantic relationships). This article expands the conceptualization derived from attachment theory to the area of leadership. The arguments presented are anchored in the similarity found in the literature between characteristics of the secure attachment style and those of transformational leaders. The central hypothesis is that the style of transformational leadership will correlate positively with the secure attachment style. This hypothesis was examined in three studies conducted in officers' courses, using different sources of report in each study. In all three studies, significant correlations were found between secure attachment and transformational leadership. This new direction of research has important implications for the understanding of the personality and development processes of transformational leaders.

Making a difference: the social ecology of social transformation.

Abstract: A multidisciplinary and multilevel framework for social transformation is proposed, encompassing four foundational goals: capacity-building, group empowerment, relational community-building, and culture-challenge. Intervention approaches related to each goal are presented at the setting, geographic community, and societal levels. Four exemplars of social transformation work are then discussed: the Accelerated Schools Project, Meyerhoff Program, ManKind Project, and women's movement. These examples illustrate the synergistic relationship among the four transformational goals, within and across levels of analysis, which is at the heart of the social transformation process. The paper concludes with three challenges to guide our efforts as we enter the new century: (1) to move social transformation to the center of our consciousness as a field; (2) to articulate jointly with allied disciplines, organizations, and citizen groups an encompassing, multidisciplinary, and multilevel framework for social transformation; and (3) to do the above with heart, soul, and humility.

The School Improvement Journey: Perspectives on leadership

Abstract: After introducing the author, some themes central to the article are explored through one school's eight year involvement with the Improving the Quality of Education for All (IQEA) school's improvement initiative. A short account of Sharnbrook Upper Schools evolving journey is presented, based around three different models. From this issues related to maintenance and development, and to leadership are explored. The final phase of the article suggests limitations to the models of transactional and transformational leadership as a means of providing leadership for the long haul in school improvement. Deriving from an analysis of contemporary research about leadership and from grounded understandings about alternative approaches to leadership (in both principle and practice) new leadership themes are presented, which are based around values, shared leadership contexts and capacity creation through learning.

Does Mentor-Protégé Agreement on Mentor Leadership Behavior Influence the Quality of a Mentoring Relationship?:

Abstract: This study examined whether mentor-protege agreement regarding mentor transformational leadership behavior would influence the quality of mentoring relationships. Mentors in 199 mentor-protege dyads were classified as overestimators, underestimators, or in agreement based on the difference between mentor’s self-rating and protege’s rating of mentor’s transformational leadership behaviors. Results of multivariate analysis of variance indicated that underestimator dyads experience the highest quality of mentoring relationships in terms of psychosocial support received, career development, and perceived mentoring effectiveness. The practical implications of these findings are discussed.

Ethical preferences of transformational leaders: an empirical investigation

Abstract: This study looked at the relationship between the four factors of transformational leadership – charisma, inspirational leadership, intellectual stimulation, and individualized consideration – and the leader’s preference for unethical behavior. Five ethical scenarios – bribery, endangering the physical environment, lying, personal gain, and favoritism – were studied using a sample of 100 pairs of managers and subordinates from four multinational organizations in India. Relationships between the leader’s ethical preferences and three outcomes – followers’ willingness to put in extra effort, perceived effectiveness, and satisfaction – were also analyzed. Findings indicate that inspirational leadership is negatively related to the leader’s preference for bribery and favoritism, and intellectual stimulation is negatively related to preference for bribery. Charisma and individualized consideration are not related to the leader’s ethical preferences. Followers’ willingness to put in extra effort is also negatively related to the leader’s preference for bribery and favoritism. Results also suggest that organizational culture might moderate the relationship between transformational leadership and ethics.

Nurse executive transformational leadership found in participative organizations.

Abstract: Objective:The study examined a national sample of 396 randomly selected hospital nurse executives to explore transformational leadership, stage of power, and organizational climate.Background:Results from a few nurse executive studies have found nurse executives were transformational leaders. As exe

What we have learned about developing transformational leaders

Abstract: This article reviews an approach to training transformational leaders that has been used for the past five years. Data assessing the effectiveness of the approach are reviewed and the key elements of the training program are described. Concludes with an assessment and identification of ongoing research issues.

Towards A Culturally Sensitive Approach To Organization Structuring: Where Organization Design Meets Organization Development

Abstract: This article describes an holistic model of intervention geared to achieving transformational change by interweaving culture and structure through the warp and weft of leadership processes. That is, it brings together organization design and organization development by advocating a culturally sensitive approach to organization structuring. Our emphasis is on process throughout and our thesis is based on empirical evidence. We undertook a lengthy action research project (which we prefer to call "action ethnography") at a large hospital trust in England. In the process of elaborating this field study, we move from an organization which was seen to be "gridlocked" and to have "lost its steering capacity", through one which was bringing development and design together by way of pilot projects and transitional structures, to one where collective dialogue and debate finally led to some collective and sensible sensemaking.Exploring this relationship between culture and structure enables us to put people back into design and with them, their meanings, aspirations and assumptions. It also means that we are careful to avoid detailing specific design choices or offering organizational archetypes: this article is primarily about the process issues that surround redesign rather than organization design per se, as indeed any redesign is ultimately highly specific and context-driven. Instead, however, we articulate a four-phase change model, focusing on the delicate processes by which to reframe the culture-structure relationship, enabling an organization to move towards fundamental change.

Organisational culture and consultant nurse outcomes: Part 1. Organisational culture.

Abstract: Aims The aim of this three-year study was to operationalize the role of a consultant nurse and, in so doing, facilitate the development of nurses and nursing for the purpose of providing better patient services. Methodology Action research was used because it focuses on developing practitioners, developing practice and contributing to understanding both the phenomena being studied and the processes being used. Results The role of leadership is recognised as key to bringing about cultural change, as is the use of approaches that clarify values and highlight the contradiction between espoused culture and culture in practice. Conclusion The resulting culture had a positive impact on the unit in which the consultant nurse was based, on practitioners and their practice, and also on the trust. A number of factors, including transformational leadership, other facilitative processes, expertise in the practice of nursing, and other subroles of the consultant nurse were shown to be influential. This article explores the concept of organisational culture, and a second article to be published next week, discusses the consultant nurse outcomes.

Leadership and motivation

Abstract: We may not be able to make you love reading, but leadership and motivation will lead you to love reading starting from now. Book is the window to open the new world. The world that you want is in the better stage and level. World will always guide you to even the prestige stage of the life. You know, this is some of how reading will give you the kindness. In this case, more books you read more knowledge you know, but it can mean also the bore is full.

Transformational Leadership Effects at Different Levels of the Army

Abstract: In this investigation of officers' transformational leadership behavior, we expand the array of subordinate outcomes investigated, assess differential effects of transformational and transactional ...