Showing papers on "Transformational leadership published in 2001"
TL;DR: In this paper, a social identity theory of leadership is described that views leadership as a group process generated by social categorization and prototype-based depersonalization processes associated with social identity.
Abstract: A social identity theory of leadership is described that views leadership as a group process generated by social categorization and prototype-based depersonalization processes associated with social identity. Group identification, as self-categorization, constructs an intragroup prototypicality gradient that invests the most prototypical member with the appearance of having influence; the appearance arises because members cognitively and behaviorally conform to the prototype. The appearance of influence becomes a reality through depersonalized social attraction processes that make followers agree and comply with the leader's ideas and suggestions. Consensual social attraction also imbues the leader with apparent status and creates a status-based structural differentiation within the group into leader(s) and followers, which has characteristics of unequal status intergroup relations. In addition, a fundamental attribution process constructs a charismatic leadership personality for the leader, which further empowers the leader and sharpens the leader-follower status differential. Empirical support for the theory is reviewed and a range of implications discussed, including intergroup dimensions, uncertainty reduction and extremism, power, and pitfalls of prototype-based leadership.
1,651 citations
TL;DR: In this paper, the authors offer a framework that encompasses many of the complexities of the empirical literature on the leadership styles of women and men and present new data concerning the transformational, transactional, and laissez-faire leadership styles.
Abstract: As women increasingly enter leadership roles that traditionally have been occupied mainly by men, the possibility that the leadership styles of women and men differ continues to attract attention. The focus of these debates on sameness versus difference can obscure the array of causal factors that can produce differences or similarities. Adopting the perspective of social role theory, we offer a framework that encompasses many of the complexities of the empirical literature on the leadership styles of women and men. Supplementing Eagly and Johnson's (1990) review of the interpersonally oriented, task-oriented, autocratic, and democratic styles of women and men, we present new data concerning the transformational, transactional, and laissez-faire leadership styles.
1,195 citations
TL;DR: In this article, the authors examined the impact of transformational and transactional leader behaviors on the sales performance and organizational citizenship behaviors of salespeople, as well as the mediating role played by trust and role ambiguity in that process.
Abstract: This study examines the impact of transformational and transactional leader behaviors on the sales performance and organizational citizenship behaviors of salespeople, as well as the mediating role played by trust and role ambiguity in that process. Measures of six forms of transformational leader behavior, two forms of transactional leader behavior, trust, and role ambiguity were obtained from 477 sales agents working for a large national insurance company. Objective sales performance data were obtained for the agents, and their supervisors provided evaluations of their citizenship behaviors. The findings validate not only the basic notion that transformational leadership influences salespeople to perform “above and beyond the call of duty” but also that transformational leader behaviors actually have stronger direct and indirect relationships with sales performance and organizational citizenship behavior than transactional leader behaviors. Moreover, this is true even when common method biases are controlled. The implications of these findings for future research are discussed.
890 citations
Book•
06 Jul 2001
TL;DR: In this paper, the authors introduce the concept of leader as an individual, a leader mind and heart, and a leader as a relational relationship builder, and the leader's power and influence as a social leader.
Abstract: Part I: INTRODUCTION TO LEADERSHIP. 1. What Does It Mean to Be a Leader? Part II: RESEARCH PERSPECTIVES ON LEADERSHIP. 2. Traits, Behaviors, and Relationships. 3. Contingency Approaches to Leadership. Part III: THE PERSONAL SIDE OF LEADERSHIP. 4. The Leader as an Individual. 5. Leadership Mind and Heart. 6. Courage and Moral Leadership. 7. Followership. Part IV: THE LEADER AS A RELATIONSHIP BUILDER. 8. Motivation and Empowerment. 9. Leadership Communication. 10. Leading Teams. 11. Developing Leadership Diversity. 12. Leadership Power and Influence. Part V: THE LEADER AS A SOCIAL ARCHITECT. 13. Creating Vision and Strategic Direction. 14. Shaping Culture and Values. 15. Leading Change.
675 citations
TL;DR: This paper examined the effects of principals' leadership style (transformational or transactional), principals' decision-making strategy (autocratic versus participative), and teachers' occupation perceptions on teacher satisfaction from the job.
Abstract: The article examines the effects of principals’ leadership style (transformational or transactional), principals’ decision-making strategy (autocratic versus participative), and teachers’occupation perceptions on teacher satisfaction from the job. More specifically, it attempts to find out how much of the variation in teachers’job satisfaction can be attributed to their perceptions of their occupation, as compared to their perceptions about their principals’ leadership style and decision-making strategy. A quantitative questionnaire using Likert-type scales was administered to 930 teachers in Israeli schools, of whom 745 responded. Path analysis was used to explain teacher job satisfaction by the exogenous variables. The most salient finding was that teachers’occupation perceptions strongly affected their satisfaction. Principals’transformational leadership affected teachers’satisfaction both directly and indirectly through their occupation perceptions. Implications of the study are discussed in relation ...
663 citations
TL;DR: In this article, an integrative psychological approach to employee empowerment was developed based on the premise that the psychological experience of power underlies feelings of empowerment, and the empowerment effect of valued goals, such as those provided by transformational leadership.
Abstract: An integrative psychological approach to employee empowerment was developed based on the premise that the psychological experience of power underlies feelings of empowerment. This research extends existing perspectives on empowerment by incorporating the empowering effect of valued goals, such as those provided by transformational leadership. Goal internalisation was identified as a major component of the psychological experience of empowerment, in addition to the two traditional facets of perceptions of control over the work environment and perceptions of self-efficacy or competence. Standard measure development procedures using a sample of employed individuals from Quebec, Canada and subsequent validation with an organisational sample from Ontario, Canada yielded a three-factor scale of psychological empowerment corresponding to these three dimensions. The implications of defining empowerment as a psychological state and the need for multiple measures of empowerment are also discussed.
566 citations
TL;DR: In this paper, the authors explored the relationship between emotional intelligence and effective leadership and found that emotional intelligence may account for how effective leaders monitor and respond to subordinates and make them feel at work.
Abstract: Emotional intelligence has become increasingly popular as a measure for identifying potentially effective leaders, and as a tool for developing effective leadership skills. Despite this popularity, however, there is little empirical research that substantiates the efficacy of emotional intelligence in these areas. The aim of the present paper was to explore the relationship between emotional intelligence and effective leadership. Emotional intelligence was assessed by a modified version of the Trait Meta Mood Scale in 43 participants employed in management roles. Effective leaders were identified as those who displayed a transformational rather than transactional leadership style as measured by the multifactor leadership questionnaire. Emotional intelligence correlated with several components of transformational leadership suggesting that it may be an important component of effective leadership. In particular emotional intelligence may account for how effective leaders monitor and respond to subordinates and make them feel at work.
554 citations
TL;DR: The authors used a 2 (transformational vs transactional leadership) × 2 (real vs nominal group) experiment to examine the effect of different leadership styles and brainstorming conditions on group members' divergent thinking.
Abstract: This study used a 2 (transformational vs. transactional leadership) × 2 (real vs. nominal group) experiment to examine the effect of different leadership styles and brainstorming conditions on group members' divergent thinking. Participants performed a brainstorming task, and their performance was assessed using fluency and flexibility. Results clearly supported the hypotheses in that the participants in the transformational leadership condition and in the nominal group condition outperformed their counterparts in the transactional leadership condition and in the real group condition. This pattern was consistent across the 2 measures of creativity.
537 citations
TL;DR: This study provided a test of the influence of leadership on burnout among nurses, taking into account the role of work stressors, and found stress emanating from the physical and social environment, role ambiguity, and active management by-exception leadership were significantly associated with increased levels of emotional exhaustion.
Abstract: STUDY'S RATIONALE AND OBJECTIVES: We examined the effect of work stressors and head nurses' transactional and transformational leadership on the levels of emotional exhaustion experienced among their staff. METHODOLOGICAL DESIGN AND RESEARCH METHODS: A questionnaire was sent to all nurses of a university hospital. Usable returns were received from 625 nurses, giving a response rate of 39.2%. Data were treated using correlational analyses and multiple regression. The latter modelled stressors and leadership as predictors of nurses' reported emotional exhaustion. MEASURES: Work stressors were assessed using the Nursing Stress Scale (NSS) which comprises 34 items divided into three subscales (referring to stress from the physical, psychological, and social environment), and the role ambiguity (three items) and conflict (three items) scales. Leadership was measured with the Multifactor Leadership Questionnaire. RESULTS: In regression analyses, work stressors as a whole were found to explain 22% of the variance in emotional exhaustion whereas leadership dimensions explained 9% of the variance in that outcome measure. Stress emanating from the physical and social environment, role ambiguity, and active management-by-exception leadership were significantly associated with increased levels of emotional exhaustion. Transformational and contingent reward leadership did not influence emotional exhaustion. LIMITATIONS: A limitation of this study is that it considered only the emotional exhaustion dimension of burnout. Also, as data were cross-sectional in nature, conclusions regarding the direction of causality among variables cannot be drawn. CONCLUSIONS: This study provided, for the first time, a test of the influence of leadership on burnout among nurses, taking into account the role of work stressors. Future research is needed to examine if the effects reported herein can be replicated using the two other dimensions of burnout (depersonalization and reduced personal accomplishment).
476 citations
TL;DR: In this paper, the authors argue that a transformational science needs to integrate first-second-and third-person voices in ways that increase the validity of the knowledge we use in our moment-to-moment living and that remain open to unexpected transformation when our taken-for-granted assumptions, strategies, and habits are appropriately challenged.
Abstract: We offer an epistemological basis for action research, in order to increase the validity, the practical significance, and the transformational potential of social science. We start by outlining some of the paradigmatic issues which underlie action research, arguing for a “turn to action” which will complement the linguistic turn in the social sciences. Four key dimensions of an action science are discussed: the primacy of the practical, the centrality of participation, the requirement for experiential grounding, and the importance of normative, analogical theory. Three broad strategies for action research are suggested: first-person research/practice addresses the ability of a person to foster an inquiring approach to his or her own life; second-person research/practice engages a face-to-face group in collaborative inquiry; third-person research/practice asks how we can establish inquiring communities which reach beyond the immediate group to engage with whole organizations, communities and countries. The article argues that a transformational science needs to integrate first- second- and third-person voices in ways that increase the validity of the knowledge we use in our moment-to-moment living, that increase the effectiveness of our actions in real-time, and that remain open to unexpected transformation when our taken-for-granted assumptions, strategies, and habits are appropriately challenged. Illustrative references to studies that begin to speak to these questions are offered.
397 citations
TL;DR: Zhang et al. as discussed by the authors conducted a laboratory study in which participants' values and personality dimensions were used to predict participants' preferences for charismatic leadership vs two other leadership styles: relationship-oriented and task-oriented leadership.
Abstract: Existing research on charismatic leadership focuses primarily on the traits and behaviors of charismatic leaders and the effects of charismatic leaders on their followers. One issue that has been neglected, and others, is the disposition of the followers who form charismatic relationships with their leaders. To investigate this topic, we conducted a laboratory study in which participants' values and personality dimensions were used to predict participants' preferences for charismatic leadership vs. two other leadership styles: relationship-oriented and task-oriented leadership. The results showed that values and personality were useful in predicting leadership preferences. More research is needed to gain further insights into the active role of followers in the formation of charismatic relationships.
TL;DR: The relationship between a leader's self-confidence and successful leadership has been investigated in the leadership literature as discussed by the authors, and the most frequently reported findings in the literature are the relationship between selfconfidence and success.
Abstract: Executive Summary One of the most frequently reported findings in the leadership literature is the relationship between a leader's self-confidence and successful leadership. Yet, absent from the li...
TL;DR: The Transformational Leadership Questionnaire (TLQ-LGV) as discussed by the authors was developed and piloted on a national sample of 1464 managers working for local government organizations and revealed the existence of nine highly robust scales with high reliabilities.
Abstract: This study sought to investigate the characteristics of ‘nearby’ leaders by eliciting the constructs of male and female top, senior, and middle-level managers and professionals working in organizations in two large UK public sectors (local government and the National Health Service). An instrument, the Transformational Leadership Questionnaire (TLQ-LGV), was developed and piloted on a national sample of 1464 managers working for local government organizations. Analysis of the data, presented here, revealed the existence of nine highly robust scales with high reliabilities (α≥.85) and with convergent validity (range r = .46 to .85). These findings are discussed, together with suggestions for subsequent research.
TL;DR: In this article, the authors examined the relationship between leadership style and the content of vision tapes produced in a comprehensive leadership workshop with community leaders and found that the transformational leadership style of 141 leaders positively predicted the inspirational strength of their vision statements, as reflected in the level of optimism expressed in the videotaped presentation of their visions.
Abstract: This investigation examined the relationship between leadership style and the content of vision tapes produced in a comprehensive leadership workshop with community leaders. The transformational leadership style of 141 leaders positively predicted the inspirational “strength” of their vision statements, as reflected in the level of optimism expressed in the videotaped presentation of their visions. Organizational size was related to vision strength and moderated the relationship between passive leadership style and vision strength.
TL;DR: This article found that female accountants are more likely than males to indicate that they use an interactive style of management called transformational leadership, which is correlated with several management skills associated with success.
Abstract: The results of this study suggest that self‐reported leadership styles of female accountants differ somewhat from the leadership styles reported by male accountants. Females are more likely than males to indicate that they use an interactive style of management called transformational leadership. This leadership style was found to be correlated with several management skills associated with success. Female accountants reported somewhat higher perceived effectiveness on two of these management skills: coaching and developing and communicating. The findings also suggest that female accountants receive more developmental opportunities than do their male colleagues.
TL;DR: In this paper, the authors developed and tested a model in which transformational leadership affects sports performance indirectly, through the mediating effects of intrinsic motivation, using LISREL ‘4111 data.
Abstract: We developed and tested a model in which transformational leadership affects sports performance indirectly, through the mediating effects of intrinsic motivation. During the season. 168 university athletes provided data on their perceptions of their coach’s transformational leadership and their own intrinsic motivation. At the end of the season, their coaches assessed the performance of the athletes. Using LISREL ‘4111, three models were estimated following the sequence of mediator tests outlined by Kelloway (1996, 1998). The proposed model received considerable support. The results isolate intrinsic motivation as a mediator of the relationship between transformational leadership and sports performance, suggesting that transformational leadership may enhance intrinsic interest in the task.
Book•
20 Apr 2001
TL;DR: In this paper, the authors define the shadow side of leader's light or shadow and what's ahead of a leader, focusing on the dark side of follow-leader's shadow.
Abstract: Part I The Shadow Side of Leadership Introduction Fallen Leaders Defining Terms Notes Chapter 1 The Leader's Light or Shadow What's Ahead A Dramatic Difference The Leader's Shadows The Shadow of Power Leadership Ethics at the Movies: The Life and Death of People's Temple Self-Assessment:Brutal Boss Questionnaire The Shadow of Privilege The Shadow of Mismanaged Information Case Study: Hiding the Truth: Friendly Fire and the Death of Pat Tillman The Shadow of Inconsistency The Shadow of Misplaced and Broken Loyalties The Shadow of Irresponsibility Focus on Follower Ethics:The Dark Side of Followership Implications and Applications For Further Exploration, Challenge and Self-Assessment Chapter End Case: Casting Shadows at Enron Chapter End Case: It Pays to Be an Executive: The Stock Options Scandal Notes Chapter 2 Shadow Casters What's Ahead Shadow Casters Unhealthy Motivations Internal Enemies or Monsters Focus on Follower Ethics:Follower Motivations and the Dangers of Toxic Leadership Selfishness Faulty Decision Making Inactive or Overactive Moral Imagination Ethical Deficiencies Case Study: The Multiplied Missing Children Contextual Pressures Leadership Ethics at the Movies:The Devil Wears Prada Stepping Out of the Shadows: Expanding Our Ethical Capacity Self-Assessment:Ethical Self-Awareness Instrument Implications and Applications For Further Exploration, Challenge and Self-Assessment Chapter End Case: Napoleon Marches Again: Jean-Marie Messier and Vivendi Universal Chapter End Case: The Ethical Saga of Salomon, Inc. Notes Part II Looking Inward Chapter 3 The Leader's Character What's Ahead Elements of Character Focus on Follower Ethics: The Courageous Follower Leadership Ethics at the Movies: The Last King of Scotland Character Building Finding Role Models Case Study: The Hero as Optimist: Explorer Ernest Shackleton Hardship Telling and Living Collective Stories Habits Mission Statements Values Self-Assessment:Instrumental and Terminal Values Implications and Applications For Further Exploration, Challenge and Self-Assessment Chapter End Case: "Chainsaw" Al Dunlap and "Mensch" Aaron Feuerstein Chapter End Case:The Greatest Reformer in History Notes Chapter 4 Combating Evil What's Ahead The Faces of Evil Focus on Follower Ethics:Resisting Pressures to Do Evil: A Ten-Step Program Making a Case for Forgiveness Breaking the Cycle of Evil Leadership Ethics at the Movies:Munich Case Study:To Forgive or Not to Forgive? The Forgiveness Process Self Assessment: Tendency to Forgive Scale Spirituality and Leadership Implications and Applications For Further Exploration, Challenge and Self-Assessment Chapter End Case: Genocide in Slow Motion Chapter End Case: Covering Up Evil Notes Part III Ethical Standards and Strategies Chapter 5 General Ethical Perspectives What's Ahead Utilitarianism: Do the Greatest Good for the Greatest Number Focus on Follower Ethics: Whistle Blowing: Ethical Tension Points Leadership Ethics at the Movies:The Guardian Kant's Categorical Imperative: Do What's Right No Matter What the Cost Fairness as Justice: Guaranteeing Equal Rights and Opportunities Behind the Veil Self-Assessment: Organizational Justice Scale Case Study 5.1: Equal Justice for All? The Jena Six Communitarianism: Shoulder Your Responsibilities/Seek the Common Good Altruism: Love Your Neighbor Ethical Pluralism Implications and Applications For Further Exploration, Challenge and Self-Assessment Chapter End Case:The Battle Over the Cervical Cancer Vaccine Chapter End Case:Curing One Patient at a Time Notes Chapter 6 Normative Leadership Theories What's Ahead Transformational Leadership: Leadership Ethics at the Movies:Coach Carter Self-Assessment:Perceived Leader Integrity Scale Servant Leadership Focus on Follower Ethics:Servant Followership Authentic Leadership Case Study:The Airline Executive as "Mom in Chief" Taoism Implications and Applications For Further Exploration, Challenge and Self-Assessment Chapter End Case:Transforming Clear Lake College Chapter End Case:Betraying the Student Borrower Notes Chapter 7 Ethical Decision-Making and Behavior What's Ahead Components of Moral Action Component 1: Moral Sensitivity (Recognition) Component 2: Moral Judgment Leadership Ethics at the Movies:The Lives of Others Component 3: Moral Motivation Component 4: Moral Character Decision-Making Formats Kidder's Ethical Checkpoints Case Study:The Terminal Patient Nash's Twelve Questions Self-Assessment:The Gift The SAD Formula The Case Study Method Implications and Applications For Further Exploration, Challenge and Self-Assessment Chapter End Case:Ethical Scenarios for Analysis Notes Part IV Shaping Ethical Contexts Chapter 8 Building an Effective, Ethical Small Group What's Ahead The Leader and the Small Group Case Study 8.1:Tougher Standards for All Terrain Vehicles? Fostering Ethical Accountability Resisting Groupthink Focus on Follower Ethics:Avoiding False Agreement: The Abilene Paradox Promoting Enlightening Communication Seeking Dialogue Comprehensive/Critical Listening Defensive vs. Supportive Communication Productive Conflict Leadership Ethics at the Movies:A Few Good Men Engaging in Effective Argument Self-Assessment:Argumentativeness Scale Implications and Applications For Further Exploration, Challenge and Self-Assessment Chapter End Case:Incentives for Organ Donations Chapter End Case:Responding to Groupthink and Faulty Reasoning at NASA Notes Chapter 9 Creating an Ethical Organizational Climate What's Ahead The Leader as Ethics Officer Leadership Ethics at the Movies: Breach Ethical Climates Signs of Healthy Ethical Climates Zero Tolerance for Destructive Behaviors Focus on Follower Ethics: The Seven Signs of Ethical Collapse Integrity Process Focus (Concern for Means and Ends) Structural Reinforcement Social Responsibility Climate Building Tools Shared Values Core Ideology Self-Assessment: Mars Group Technique Adoption Process (VAP) Codes of Ethics Case Study: Cutting Corners at the University Continuous Ethical Improvement The Need for Ongoing Ethical Learning Enhancing Organizational Ethical Learning Implications and Applications For Further Exploration, Challenge and Self-Assessment Chapter End Case: The High Cost or Ethical Neutrality Chapter End Case: Agenda for Change at the Air Force Academy Notes Chapter 10 Meeting the Ethical Challenges of Diversity What's Ahead Promoting Diversity in the Organization: An Ethical Imperative Case Study 10.1: Diversity Pushback Self-Assessment:The Diversity Perceptions Scale Mastering the Ethical Challenges of Leadership in a Global Society The Dark Side of Globalization The Global Shadow of Power The Global Shadow of Privilege The Global Shadow of Deceit The Global Shadow of Inconsistency The Global Shadow of Misplaced and Broken Loyalties The Global Shadow of Irresponsibility Leadership and Ethical Diversity Leadership Ethics at the Movies: Letters from Iwo Jima Cultural Differences and Ethical Values Defining Culture Programmed Values Patterns Project GLOBE Focus on Follower Ethics: Follower Obligations in Cross-Cultural Leader/Follower Relationships Standing on Common Moral Ground A Global Ethic Eight Global Values The Peace Ethic The Global Business Standards Codex The Caux Principles Making Ethical Choices in Culturally Diverse Settings: Integrated Social Contracts Theory Implications and Applications For Further Exploration, Challenge and Self-Assessment Case Study: Google Meets the Great Firewall of China Case Study: Ethical Diversity Scenarios Notes Epilogue References
TL;DR: This article proposed a model of values led contingency leadership which takes into account the realities of successful principalship of schools in changing times, and moves beyond polarized concepts of transactional and transformational leadership.
Abstract: The research reported in this paper, which collected and compared the perspectives of those who, in addition to principals themselves, arguably possess the closest working knowledge of leadership, i.e. teachers, parents, governors and students, reveals a different, more complex reality of effective headship than previous studies have revealed. It proposes a model of values led contingency leadership which takes into account the realities of successful principalship of schools in changing times, and moves beyond polarized concepts of transactional and transformational leadership.
TL;DR: The degree of social capital accumulated in a neighbourhood affects the path leadership succession takes as partnerships develop as mentioned in this paper, which can contribute to the effectiveness of neighbourhood regeneration partnerships, but it is difficult to measure the degree of trust between individuals and organisations in both partnership and community.
Abstract: Social capital consisting of trust relationships between a community and its leaders can contribute to the effectiveness of neighbourhood regeneration partnerships. Engagement with partnerships can also generate vital new resources of social capital for the community. This depends on community leaders, as social entrepreneurs or community representatives. Social entrepreneurs resemble 'transformational leaders', combining entrepreneurial skills with a vision for the neighbourhood. Community representatives resemble 'transactional leaders' who interact with their followers. Ambivalence over trust between individuals and organisations in both partnerships and community reveals difficulties in accumulating social capital. The degree of social capital accumulated in a neighbourhood affects the path leadership succession takes as partnerships develop.
TL;DR: In this article, the contingent rewards of the Multifactor Leadership Questionnaire (MLQ) were examined in an attempt to theoretically explain recent empirical results linking contingent rewards to transformational rather than transactional leadership.
Abstract: The contingent rewards subscale of the Multifactor Leadership Questionnaire (MLQ) was examined in an attempt to theoretically explain recent empirical results linking contingent rewards to transformational rather than transactional leadership. In Study 1, we supported the proposal that the items in the contingent rewards subscale represented two separate factors, an explicit and an implicit psychological contract. In addition, the implicit factor loaded with other transformational subscales and the explicit factor loaded with other transactional subscales. We confirmed these results in Study 2, and supported other hypotheses from transformational leadership theory using the contingent rewards revision. Implications for the transformational leadership construct are discussed. Copyright © 2001 John Wiley & Sons, Ltd.
TL;DR: In this paper, the authors empirically tested an important explanatory component of transformational leadership theory: that belief in the higher purpose of one's work is a mechanism through which transformational leader achieves its positive outcomes on cohesion, satisfaction, effort, and performance.
Abstract: Multilevel marketing organizations (MLMs) are a rapidly growing organizational type enlisting nearly 10 million members and producing over 20 billion dollars in sales annually. Despite their remarkable recent growth, few studies have examined these unusual organizations, and none of these have addressed issues of transformational leadership. In MLMs, the key leadership relationships are those between individual member distributors and the members who recruited them into the organization (i.e., their ‘sponsors’). Although sponsors are expected to provide leadership to the members they recruit, they possess no direct supervisory resulting—authority in an uncertain ‘quasi-leadership’ role. Using a sample of 736 female MLM members, the present study empirically tests an important explanatory component of transformational leadership theory: that belief in the higher purpose of one's work is a mechanism through which transformational leadership achieves its positive outcomes on cohesion, satisfaction, effort, and performance. The results offer support to the notion that transformational leadership indeed ‘transforms’ followers by encouraging them to see the higher purposes in their work. Additionally, the results show positive relationships between belief in a higher purpose of one's work and job satisfaction, unit cohesion, and effort. Copyright © 2001 John Wiley & Sons, Ltd.
TL;DR: In this article, the authors investigated whether the gender-typing of the organizational context influences leadership behavior of male and female managers in a field study in department stores and found that no gender differences in leadership styles were found.
Abstract: In a field study in department stores it was investigated whether the gender-typing of the organizational context influences leadership behaviour of male and female managers. Shop assistants in masculine- to feminine-typed departments described their manager in terms of task-oriented, people-oriented, and transformational leadership styles. As predicted, no gender differences in leadership styles were found. The gender-typing of departments did not affect perceived leadership styles. Another contextual variable, the site of the department store, unexpectedly influenced leader behaviour.
TL;DR: In this paper, the authors explore the nature of transformational and transactional leadership among business executives and reveal that most executives believe there are weaknesses as well as strengths with both leadership constructs in practice.
Abstract: Explores the nature of transformational and transactional leadership among business executives. Comments reveal that most executives believe there are weaknesses as well as strengths with both leadership constructs in practice. Overall, major leadership strengths are in the role modelling, coaching, and consideration behaviors of executives. Major weaknesses are in failure to motivate and challenge workers beyond the expected outcomes. Other facets of each of the four transformational and two transactional leadership behaviors are examined in this article. Lists leadership strategies and approaches for achieving positive results and implications for future research are also provided.
Book•
12 Mar 2001
TL;DR: The role and impact of mindset in leading is discussed in this paper, where three types of organizational change are discussed: the drivers of change, the choices to transform, and the leadership choice to transform.
Abstract: The Drivers of Change. Three Types of Organizational Change. Two Leadership Approaches to Transformation. The Role and Impact of Mindset in Leading. Fundamental Assumptions About Reality. Conscious Process Thinking. Change Process Models. Developing Conscious Change Leaders. The Leadership Choice to Transform.
01 Dec 2001
TL;DR: In this paper, a case book focusing on the leadership style of the key players is presented, highlighting specific people who exemplify the various styles and orientations regarding a full range of leadership potential.
Abstract: This case book focuses on the leadership style of the key players. The 29 cases were chosen to present all facets of a model of leadership, stating that the most effective leaders are both transformational and transactional in their leadership style. Cases were selected for inclusion and/or developed to provide examples of leaders from across the spectrum of public and private sectors. Specific emphasis was placed on selecting male and female leaders from a broad array of cultures. A great deal has been written about a model of leadership that is referred to as a "full range" of leadership potential. This book adds to the literature, by highlighting specific people who exemplify the various styles and orientations regarding a full range of leadership potential. The book begins with an overview of what constitutes transactional and transformational leadership. This discussion is then expanded to include a Full Range of Leadership PotentialTM. Discussion of the cases highlight how to build balance in one's leadership profile to optimize the potential of leaders, followers, and their organizations. The presence or absence of styles in a wide variety of contexts will be discussed in terms of the effects on individuals, groups, or organizations. Questions are posed for discussion of each case. Practitioners who conduct or facilitate the training of leadership will find this book quite useful to their work. In addition, managers interested in developing their own leadership potential will be enabled to learn by example how different styles affect leadership performance. This book can also be used as a supplement to other books on leadership for undergraduate, graduate, and executive education courses in management.
TL;DR: This article explored strategies for enhancing women's effectiveness as leaders by first recognizing that leadership itself is gendered and is enacted within a gendered context, two themes that recur throughout this issue.
Abstract: This article explores strategies for enhancing women's effectiveness as leaders by first recognizing that leadership itself is gendered and is enacted within a gendered context, two themes that recur throughout this issue. These contexts exist along a continuum ranging from male-dominated, hierarchical, performance-oriented, power-expressive and thus masculinized contexts at one extreme to transformational contexts that stress the empowerment of followers at the other pole. Each context suggests different strategies for making women leaders effective, emphasizing women-specific recommendations in masculinized contexts that focus on status enhancement and the legitimation of women leaders in contrast to innovative contexts with broader task goals that prove more congenial for women, as well as men, leaders.
Abstract: This paper investigates how two important research streams, namely learning and leadership, might be related with one another. Responses on the learning tactics inventory and leadership practices inventory are compared for a managerial sample (n = 312). Results indicate that more active and versatile learners subsequently consider themselves more frequently involved and engaged in leadership behaviors. Implications for transformational learning and leadership theories are explored, as well as thoughts about how the development of leadership competencies may be enhanced and affected by various learning techniques.
Journal Article•
TL;DR: In this article, the authors discuss the application of a motivational model that provides a practical tool for individuals wishing to assume leadership roles and argue that every organization needs a workforce comprised of leaders, rather than employees.
Abstract: In this article, we discuss the application of a motivational model that provides a practical tool for individuals wishing to assume leadership roles. This model, namely expectancy theory (Vroom, 1964; Porter and Lawler, 1968), suggests that individuals, acting through self-interest, adopt courses of action perceived as maximizing the probability of desirable outcomes for themselves. This desire to maximize self-interest provides aspiring leaders with unique opportunities to assume leadership roles by simultaneously meeting both follower needs and organizational requirements. We intend to explicitly link expectancy theory and leadership concepts to demonstrate that leader interactions with followers permit the establishment of highly motivational working environments. In so doing, individuals acquire the means to transcend their traditional roles of supervisor, manager, or follower, and realize their potentials as leaders. In order to remain competitive at home or within the global market, we must stop relegating in our minds the functions of leadership to the office of the president or CEO of the organization. Instead, we must come to view the leadership role as part of every employee's job, at all levels of the organization. In the next section, we pose the question "How many leaders does an organization require?" and we answer this question by suggesting a change in our way of thinking regarding how we view the traditional roles of manager, supervisor, and follower. In a following section, we fully outline the expectancy theory model and attempt to establish its validity in the mind of the reader. We then break the model apart to examine each of its three major components. In each case, we identify issues to consider and address when attempting to create an environment followers perceive as highly motivating. Next, we describe leader attitudes required to establish a climate conducive to the application of this model with followers in the workplace. Finally, we summarize our discussion and outline implications for the organization. How Many Leaders Does an Organization Require? We argue that every organization needs a workforce comprised of leaders, rather than employees. We develop and present our rationale in the discussion that follows. Much has been written about the differences between managers and leaders. In general, leaders are viewed to take control of situations, while managers learn to live with them (Bennis, 1989). Other distinctions include: leaders create vision and strategy while managers implement the outcomes (Kotter, 1990a), leaders cope with change while managers cope with complexity (Kotter, 1990a and b), and leaders focus upon interpersonal aspects of the job, whereas managers deal with administrative duties (DuBrin, 1995). Perhaps, the best known phrase differentiating the roles of managers and leaders suggests that "managers are people who do things right and leaders are people who do the right thing" (Bennis and Nanus, 1985:21). Frequently, people who avoid the leadership role are viewed as administrators (Robinson, 1999). In light of such distinctions, we propose that managers use legitimate power to push employees towards desired ends, whereas leaders use their influence to pull followers towards goals. We all know that a piece of string travels purposefully when pulled and not pushed, as noted by Miller (1996) in a discussion on empowerment of employees, and we support this principle as it applies to leadership and the use of influence. The effective application of influence instils a sense of purpose or mission amongst the workers. The source of this influence stems from the leader and not the organization. The leader emphasizes doing things with people, rather than to them (Blanchard, 1999), and places extreme importance on entering into a relationship with those who follow (Kouzes and Posner, 1993). The push/pull distinction between managers and leaders is not entirely new by any means. …
01 Jan 2001
TL;DR: In this paper, the role that group memberships play in shaping social life is discussed and the relevance of a social identity perspective to issues and processes of interest to organizational psychologists is discussed.
Abstract: This chapter focuses on the role that group memberships play in shaping
social life. It attempts to show the relevance of a social identity perspective to issues and processes of interest to organizational psychologists. We
argue that to understand how group relationships affect social interaction
in an organizational context, it is important to consider how these are
bound up with individuals’ social identities, their definitions of themselves
in terms of their group memberships.
TL;DR: In this article, the authors tested the propositions that perceived leader-member exchange quality (LMX) between second level managers and their subordinates would be associated with perceived transformational leadership behaviors (TL) of the athletic director, and subordinates' organizational commitment (OC) and organizational citizenship behavior (OCB) would be correlated with both perceived TL and LMX.
Abstract: This study tested the propositions that (a) perceived leader-member exchange quality (LMX) between second level managers (e.g., associate, assistant athletic directors) and their subordinates would be associated with perceived transformational leadership behaviors (TL) of the athletic director, and (b) subordinates' organizational commitment (OC) and organizational citizenship behavior (OCB) would be correlated with both perceived TL and LMX. Seventy-five third tier employees of a large Midwestern university responded to the Multifactor Leadership Questionnaire-MLQ (Bass, 1985); LMX-7 (Graen, Novak, & Sommerkamp, 1982), an organizational citizenship scale (MacKenzie, Podsakoff, & Fetter, 1991); and an organizational commitment scale (Meyer & Allen, 1997). Correlational and regression analyses showed that the three dimensions of TL were significantly correlated with LMX. Additionally, the dimensions of TL and LMX were differentially related to OC and OCB.