Showing papers on "Transformational leadership published in 2002"
TL;DR: In a longitudinal, randomized field experiment, this paper tested the impact of transformational leadership, enhanced by training, on follower development and performance and found that the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders of the control group.
Abstract: In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.
1,819 citations
TL;DR: A model in which safety-specific transformational leadership and role overload were related to occupational injuries through the effects of perceived safety climate, safety consciousness, and safety-related events was developed.
Abstract: The authors developed, tested, and replicated a model in which safety-specific transformational leadership predicted occupational injuries in 2 separate studies. Data from 174 restaurant workers (M age = 26.75 years, range = 15-64) were analyzed using structural equation modeling (LISREL 8; K. G. Joreskog & D. Sorbom, 1993) and provided strong support for a model whereby safety-specific transformational leadership predicted occupational injuries through the effects of perceived safety climate, safety consciousness, and safety-related events. Study 2 replicated and extended this model with data from 164 young workers from diverse jobs (M age = 19.54 years, range = 14-24). Safety-specific transformational leadership and role overload were related to occupational injuries through the effects of perceived safety climate, safety consciousness, and safety-related events.
946 citations
Book•
14 Jun 2002TL;DR: The Burke-Litwin model of performance and change as discussed by the authors is a well-known model for modeling organizational change, and it has been used to understand the nature and process of organizational change.
Abstract: Preface 1 Rethinking Organization Change The Paradox of Planned Organization Change Making the Case for Organization Change Personal Declarations and Points of View 2 A Brief History of Organization Change Scientific Management The Hawthorne Studies Industrial Psychology Survey Feedback Sensitivity Training Sociotechnical Systems Organization Development The Managerial Grid and OD Coercion and Confrontation Management Consulting 3 Theoretical Foundations of Organizations and Organization Change Open Systems Theory Characteristics of Open Systems Organization Change Is Systemic Toward a Deeper Understanding of Organization Change Capra's Three Criteria for Understanding Life Implications for Organizations and Organization Change 4 The Nature of Organization Change Revolutionary Change Evolutionary Change Revolutionary Change-Case Example Evolutionary Change-Case Example The Tools for Assessment and Ratings Data Summary of the Firm's Partners 5 Levels of Organization Change: Individual, Group, and Larger System Change in Organizations at the Individual Level Individual Responses to Organization Change Change in Organizations at the Group Level Group Responses to Organization Change Change in Organizations at the Larger-System Level 6 Organization Change: Research and Theory Reviews of Organization Change Research More Recent Approaches to Research and Theory Organization Models Organization Change Theory Current Thinking Regarding Organization Change and Theory System Responses to Organization Change 7 Conceptual Models for Understanding Organization Change Content: What to Change Process: How to Change -- A Theoretical Framework Process: How to Change -- Practice Frameworks Mini-theories Related to Organization Change The Content and Process of Strategic Change in Organizations Strategies for Effecting Change in Human Systems 8 Integrated Models for Understanding Organizations and for Leading and Managing Change What Is an Organizational Model? Why Use an Organization Model? Organization Models and Organization Change Weisbord's Six-Box Model The Nadler-Tushman Congruence Model Tichy's TPC Framework A Comparison of the Three Models 9 The Burke-Litwin Causal Model of Performance and Change Background The Model Transformational and Transactional Dimensions Support for the Model's Validity Influence of the External Environment The Transformational Factors The Transactional Factors 10 Application of the Burke-Litwin Model Case 1: Dime Bancorp, Inc. Case 2: British Broadcasting Corporation (BBC) 11 Leading Organization Change Does Leadership Matter? On Defining Leadership Toward Further Definition Phases of Organization Change and the Leader's Role The Pre-launch Phase The Launch Phase Post-launch-Further Implementation Sustaining the Change 12 Organization Change: Epidemics, Integration and Future Needs The Tipping Point Applying the "Tipping Point" Principles to Planned Organization Change Changing the Organization Organization Change: What We Need to Know Priorities Conclusion References Appendix: Annotated Bibliography Index About the Author
824 citations
TL;DR: In this paper, a within-group split-sample analysis of 42 work groups, coupled with prospective design, indicated that transformational and constructive leadership predicted injury rate, while corrective leadership provided indirect, conditional prediction.
Abstract: This study is based on three premises: (a) Leadership style affects the level of concern for subordinate safety; (b) Concern for safety, operationalized with supervisory practices, provides the source for safety climate perceptions; and (c) Safety priority as assigned by higher superiors influences supervisory safety practice independently of leadership style. Assigned safety priority was expected to moderate the relationship between leadership style and injury rate in organizational subunits, with safety climate mediating this leadership–injury relationship due to its demonstrable effect on safety behavior. A within-group split-sample analysis of 42 work groups, coupled with prospective design, indicated that transformational and constructive leadership predicted injury rate, while corrective leadership provided indirect, conditional prediction. Leadership effects were moderated by assigned safety priorities and mediated by commensurate safety-climate variables. The results suggest that transformational and transactional leadership provide complementary modes of (mediated and moderated) influence on safety behavior of group members. Copyright © 2002 John Wiley & Sons, Ltd.
750 citations
TL;DR: In this article, emotional intelligence measured by the Swinburne University Emotional Intelligence Test predicted transformational, transactional and laissez-faire leadership styles measured by a multifactor leadership questionnaire in 110 senior level managers.
Abstract: Investigates whether emotional intelligence measured by the Swinburne University Emotional Intelligence Test predicted transformational, transactional and laissez‐faire leadership styles measured by the multifactor leadership questionnaire in 110 senior level managers. Effective leaders were identified as those who reported transformational rather than transactional behaviours. Emotional intelligence correlated highly with all components of transformational leadership, with the components of understanding of emotions (external) and emotional management the best predictors of this type of leadership style. The utility of emotional intelligence testing in leadership selection and development is discussed.
655 citations
TL;DR: In this paper, the authors argue that current leadership scholarship is not invalid but incomplete, and that such scholarship needs to be looked at in different ways and with various approaches relevant for different circumstances.
Abstract: We propose moving leadership theory and research to another level—one that recognizes that current leadership scholarship is not invalid but incomplete. Such scholarship needs to be looked at in different ways and with various approaches relevant for different circumstances. Macro views need increasing recognition, but to supplement rather than replace currently emphasized meso/micro perspectives. Also, human agency is not to be replaced with mechanistic prescription, but leadership scholars are in a position to contribute to the strategy and organization theory research that currently minimizes leader influence. This philosophy is illustrated through the interplay of leadership with the four contexts of: stability, crisis, dynamic equilibrium, and edge of chaos; the latter operationalized through a complexity theory/dynamic systems perspective. We discuss each context and leadership, in terms of patterning of attention and network leadership, and conclude with a brief measurement treatment. These contexts encourage researchers to reconsider temporality, causal relations, units of analysis, and dependent variables consistent with the social construction of human agency within the given context, to develop more robust models and leadership understanding.
634 citations
TL;DR: In this article, the authors used the change message components of discrepancy, appropriateness, efficacy, principal support, and personal valence to help an organization create readiness for a major reorganization and described and evaluated their experiences from their initial coaching with the president, through initial management meetings to determine the new business unit's strategy and structure, to the initial companywide announcement of the plans.
Abstract: Explains how we used the change message components of discrepancy, appropriateness, efficacy, principal support, and personal valence and the message conveying strategies of active participation, persuasive communication and management of information suggested by Armenakis and colleagues to help an organization create readiness for a major reorganization. We describe and evaluate our experiences from our initial coaching with the president, through initial management meetings to determine the new business unit’s strategy and structure, to the initial company‐wide announcement of the plans. We conclude with a set of observations and lessons and suggestions for future research on the use of the change message framework.
600 citations
TL;DR: In this article, the authors examined whether the emotions of frustration and optimism mediate, fully or partially, the relationship between leadership style and subordinate performance in the context of structural equation modeling and found that the effect of transformational leadership style on performance is significant, but indirect.
Abstract: This article examines whether the emotions of frustration and optimism mediate, fully or partially, the relationship between leadership style and subordinate performance in the context of structural equation modeling. The findings show that transformational leadership has a significant direct influence on frustration and optimism, with the negative influence of frustration having a stronger effect on performance than the positive influence of optimism. Frustration and optimism are found to have a direct influence on performance, and the emotions, frustration and optimism, fully mediate the relationship between transformational leadership and performance. Thus, the effect of transformational leadership style on performance is significant, but indirect. (C) 2002 Elsevier Science Inc. All rights reserved.
594 citations
TL;DR: In this paper, the authors examine the effect of institutional culture on change strategies across six institutions and identify findings informative at a level that can be used to guide change processes and strategies.
Abstract: The array of challenges that higher education faces today is virtually unparalleled when compared to any other point in U.S. history. The litany of changes is familiar to those in the field of higher education: financial pressure, growth in technology, changing faculty roles, public scrutiny, changing demographics, competing values, and the rapid rate of change in the world both within and beyond our national boarders. The changes many institutions face have accelerated beyond tinkering; more campuses each year attempt to create comprehensive (or transformational) change. Yet, change strategies have not been exceedingly helpful in their capacity to guide institutions, and we know even less about how to facilitate major, institutionwide change. The current change literature in higher education provides mostly generalized strategies about what is effective: a willing president or strong leadership, a collaborative process, or providing rewards (Roberts, Wren, & Adam, 1993; Taylor & Koch, 1996). This broad writing may mask information helpful to advance institutional change on a specific campus. "Achieving buy-in" or "communicating effectively" can seem very empty to institutional leaders and higher education scholars. Can this strategy be used at every institution and in the same way? The assumptions behind this approach are that each strategy is enacted similarly on each campus and that nuance and context do not much matter. Broad change strategies are presented as uniform, universal, and applicable. As an alternative, some scholars of organizations suggest that meaningful insight to understand the change process comes from context-based (micro-level) data (Bergquist, 1992). Context-based data help the change agent to understand why and under what circumstances strategies work at a particular institution at a particular time. The difficulty of working at the micro-level is becoming too specific and idiosyncratic to be of much help to others. As Hearn noted, the first and fundamental proposition we can stress about change is so simple as to seem banal or deflating, "it depends" (Hearn, 1996). Idiosyncratic observations are often of little use to practitioners. The challenge is to chart a middle ground and identify findings informative at a level that can be used to guide change processes. This task is challenging, because markers that one might use to determine the level of detail or the appropriate level of abstraction are not readily apparent. One solution to charting meaningful middle ground is through a cultural perspective. Organizational research in the 1980s illustrated the impact of culture on many aspects of organizational life (Peterson & Spencer, 1991). Yet, there have been few empirical studies examining how institutional culture affects change processes and strategies. The assumption from the organizational literature is that culture will be related to the change process; specifically, change processes can be thwarted by violating cultural norms or enhanced by culturally sensitive strategies (Bergquist, 1992). This study attempts to fill the gap in the literature, moving beyond generalized principles of change, by adopting a two-tiered cultural framework to examine the effect of institutional culture on change strategies across six institutions. The two research questions addressed are: (1) is the institutional culture related to the change process, and how is it related? and (2) are change processes thwarted by violating cultural norms or enhanced by culturally sensitive strategies? The two theories adopted for exploring the relationship of culture and change are Bergquist's (1992) four academic cultures and Tierney's (1991) individual institutional culture framework. The dual level of analysis offers a multiple-lens perspective that is better suited to understand complex organizational phenomena (Birnbaum, 1988; Bolman & Deal, 1991). …
575 citations
TL;DR: It has been argued that transformational leaders increase group effectiveness by empowering followers to perform their job independently from the leader, highlighting the importance of cooperation in group effectiveness as mentioned in this paper. But it has not been proved empirically.
Abstract: It has been argued that transformational leaders increase group effectiveness by empowering followers to perform their job independently from the leader, highlight the importance of cooperation in ...
549 citations
TL;DR: In this paper, the authors present a model of emotions and attributions of intentionality within the leader-member relationship, where members' attributions about their leader's intentions influence how the members evaluate, interpret, and eventually label the leader's influence attempts as either "true" or "pseudo" transformational leadership.
Abstract: In this article, we present a model of emotions and attributions of intentionality within the leader–member relationship. The model is predicated on two central ideas. The first is that leadership is intrinsically an emotional process, where leaders display emotion and attempt to evoke emotion in their members. The second is that leadership is a process of social interaction and is therefore appropriately defined in terms of social, psychological theories such as the attribution theory. Our focus is on the perspective of members, not the leaders. Specifically, members' attributions about their leader's intentions influence how the members evaluate, interpret, and eventually label the leader's influence attempts as either “true” or “pseudo” transformational leadership. These attributions are determined by and themselves influence the members' emotions. We describe each of the elements of the model and conclude with a discussion of the implications of the model for theory, research, and practice.
TL;DR: In this article, an integrative model of leadership for change is proposed, reflecting its cognitive, spiritual, emotional and behavioural dimensions and requirements, including vision, values, strategy, empowerment, and motivation and inspiration.
Abstract: This paper argues that, while change must be well managed, it also requires effective leadership to be successfully introduced and sustained. An integrative model of leadership for change is proposed, reflecting its cognitive, spiritual, emotional and behavioural dimensions and requirements. The model comprises vision, values, strategy, empowerment, and motivation and inspiration. The paper concludes with a brief account of the application of the model in varied strategic change situations.
TL;DR: Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scored in the lowest group, and there was no relationship between moral- Reasoning group and transactional leadership behaviors.
Abstract: Terms such as moral and ethical leadership are used widely in theory, yet little systematic research has related a sociomoral dimension to leadership in organizations. This study investigated whether managers' moral reasoning (n=132) was associated with the transformational and transactional leadership behaviors they exhibited as perceived by their subordinates (n=407). Managers completed the Defining Issues Test (J. R. Rest, 1990), whereas their subordinates completed the Multifactor Leadership Questionnaire (B. M. Bass & B. J. Avolio, 1995). Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scoring in the lowest group. As expected, there was no relationship between moral-reasoning group and transactional leadership behaviors. Implications for leadership development are discussed.
TL;DR: In this article, the authors assess the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale (PLIS) and the Multi-Factor Leadership Questionnaire (MLQ).
Abstract: The ethical nature of transformational leadership has been hotly debated. This debate is demonstrated in the range of descriptors that have been used to label transformational leaders including narcissistic, manipulative, and self-centred, but also ethical, just and effective. Therefore, the purpose of the present research was to address this issue directly by assessing the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale (PLIS) and the Multi-Factor Leadership Questionnaire (MLQ). In a national sample of 1354 managers a moderate to strong positive relationship was found between perceived integrity and the demonstration of transformational leadership behaviours. A similar relationship was found between perceived integrity and developmental exchange leadership. A systematic leniency bias was identified when respondents rated subordinates vis-a-vis peer ratings. In support of previous findings, perceived integrity was also found to correlate positively with leader and organisational effectiveness measures.
TL;DR: In this paper, the authors examined how leadership within a team predicts levels of group potency and group performance over time, and found that groups that rated themselves high on transformational team leadership behaviors soon after the groups were formed would see themselves as being more potent over time and also would achieve a higher level of group performance.
Abstract: In the current study, the authors examine how leadership within a team predicts levels of group potency and group performance over time. The authors predict that groups that rated themselves high on transformational team leadership behaviors soon after the groups were formed would see themselves as being more potent over time and also would achieve a higher level of group performance. These predictions were confirmed. The implications of the current study for further research on leadership within teams are discussed.
01 Jan 2002
TL;DR: In this article, the authors focus on three aspects of high school functioning in the context of educational reform: leadership and the school results of organisational learning and student outcomes, and a brief review of recent and significant work in these areas provides a framework for a discussion of what makes a difference to high school performance.
Abstract: This chapter focuses on three aspects of high school functioning in the context of educational reform: leadership and the school results of organisational learning and student outcomes. A brief review of recent and significant work in these areas provides a framework for a discussion of what makes a difference to high school performance. The findings of a three-year study of high schools in two Australian states is used to extend our present knowledge of these areas, and the nature of their interaction and influence on school processes and outcomes.
TL;DR: In this article, the effects of principals' transformational leadership practices on teachers' commitment to change are examined in Hong Kong primary schools, and the results suggest strong significant effects of transformational leaders on mediating variables and weak but significant effects on teachers’ commitment to changing.
Abstract: The effects of principals’ transformational leadership practices on teachers’ commitment to change are examined in this study in Hong Kong primary schools. Mediating variables in the study included school culture, strategies for change, school structure, and the school environment. Results suggest strong significant effects of transformational leadership on mediating variables and weak but significant effects on teachers’ commitment to change. In comparison with other relevant evidence, it is suggested that the pattern of transformational leadership effects is similar in both North America and Hong Kong, but the magnitude of these effects is far less in Hong Kong.
TL;DR: In this paper, the authors present three approaches to contemporary human rights education practice: the values and awareness model, the accountability model and the transformational model, each of which is associated with particular target groups, contents and strategies.
Abstract: The author presents three approaches to contemporary human rights education practice: the Values and Awareness Model, the Accountability Model and the Transformational Model. Each model is associated with particular target groups, contents and strategies. The author suggests that these models can lend themselves to theory development and research in what might be considered an emerging educational field. Human rights education can be further strengthened through the appropriate use oflearning theory, as well as through the setting of standards for trainer preparation and program content, and through evaluating the impact of programs in terms of reaching learner goals (knowledge, values and skills) and contributing to social change.
TL;DR: In this article, the authors developed elements of a transformational change framework that is theoretically and empirically grounded and is context based through case studies of 6 institutions over a 4-year period.
Abstract: This study develops elements of a transformational change framework that is theoretically and empirically grounded and is context based through case studies of 6 institutions over a 4-year period. The 3 key findings include: (a) 5 core strategies for transformational change; (b) the characteristic that makes them the essential, sensemaking; and (c) the interrelationship among core and secondary strategies, the nonlinear process of change, and the need for balance among strategies. Two major conclusions are developed from the study findings: (a) the efficacy for researchers of combining multiple conceptual models for understanding change processes; and (b) the importance of social cognition models for future studies of transformational change based on the significance of sensemaking.
TL;DR: In this paper, the authors present the findings from a research study funded by the National College for School Leadership that explored effective leadership in a group of secondary schools in challenging circumstances, highlighting the key characteristics and features of the leadership approaches adopted, and argues that the heads in the study operated a shared or distributed model of leadership.
Abstract: There is a great deal of contemporary interest in schools in challenging circumstances. However, there are relatively few research studies that have focused exclusively upon effective leadership practices in such schools. This article outlines the findings from a research study funded by the National College for School Leadership that explored effective leadership in a group of secondary schools in challenging circumstances. The article highlights the key characteristics and features of the leadership approaches adopted, and argues that the heads in the study operated a shared or distributed model of leadership. The empirical evidence from teachers, senior managers, pupils and headteachers point towards a model of leadership that is fundamentally concerned with building positive relationships and empowering others to lead. The article concludes by suggesting that a fundamental re-conceptualisation of leadership is required that equates leadership with the many rather than the few and recognises the fundam...
TL;DR: The authors explored the association of emotional intelligence and moral reasoning to leadership style and effectiveness using university residence staff as their leaders of interest, and found that leaders who reported higher levels of emotion intelligence were perceived by their followers as higher in transformational leadership and more effective.
Abstract: Using university residence staff as our leaders of interest, we explored the association of emotional intelligence and moral reasoning to leadership style and effectiveness. A total of 58 residence staff completed questionnaires assessing their emotional intelligence and moral reasoning. Subordinates (n=232) rated the residence staff’s leadership behaviours and effectiveness. Residence staff’s supervisors (n=12) also provided similar effectiveness ratings. Analysis showed that leaders who reported higher levels of emotional intelligence were perceived by their followers as higher in transformational leadership and more effective. Interestingly, having high emotional intelligence was not related to supervisor’s ratings of effectiveness. Supervisors associated greater job effectiveness with higher moral reasoning. Theoretical implications and practical applications of these findings are discussed.
TL;DR: In this article, the authors review leadership praxis from the frames of wider spiritualities, link spirituality search with contemporary managerialist practices and survey the breadth of, and commonalities within, varied philosophic positions with regard to the spiritual search.
Abstract: Spirituality is a long‐neglected dimension in the leadership issue as it is in the psychological contract implicit in work organizations. Traditionally rooted in religion, there are wider spiritualities that the organizational actor can draw upon and a burgeoning literature on personal meaning and transformative leadership. This paper reviews leadership praxis from the frames of wider spiritualities, links spirituality search with contemporary managerialist practices and surveys the breadth of, and commonalities within, varied philosophic positions with regard to the spiritual search.
TL;DR: In this article, a comparative structural equation modelling was used to test the relationship between manifestations of leadership, culture type and effectiveness in the public sector. But the authors did not consider the effect of individual transformational leadership on outcomes.
Abstract: Using comparative structural equation modelling, the present study attempts to test hypothesised relationships between manifestations of leadership, culture type and effectiveness in the public sector. Two consecutive national leadership surveys were conducted to investigate organisational factors that are relevant to the pressing management issues present in the uncertain and turbulent environment of today's public sector. Measured constructs include transformational/transactional organisational culture, climate for innovation, individual transformational leadership, team transformational leadership, and team and organisational outcomes. Support was found for the indirect and direct effects of transformational leadership on outcomes through its influence on transformational/ transactional culture and climate for innovation. Implications for leader development and for the development of productive cultures are considered.
01 Jan 2002
TL;DR: In this article, the conceptual foundations of these related terms are unpacked, and it is argued that until scholars distinguish more clearly among these terms and their underlying assumptions, it will be difficult to craft appropriate strategies for either empirical study or practice.
Abstract: In this section we begin the process of unpacking the conceptual foundations of these related terms. We assert that until scholars distinguish more clearly among these terms and their underlying assumptions, it will be difficult to craft appropriate strategies for either empirical study or practice.
TL;DR: This paper examined the extent to which a leader's behaviour and aspects of an organization's structure directly and/or indirectly relate to elements of work alienation (i.e. powerlessness, meaninglessness, self estrangement).
Abstract: This study examines the extent to which a leader’s behaviour (i.e. transactional and transformational styles) and aspects of an organization’s structure (i.e. centralization, formalization dimensions) directly and/or indirectly relate to elements of work alienation (i.e. powerlessness, meaninglessness, self estrangement). The study utilized structural equation modeling techniques to estimate the goodness of fit of a leadership–organizational structure–work alienation model based on the responses of personnel in a major US eastern seaboard fire department (a bureaucratic, quasi–military type organization) (n= 326). Goodness of fit statistics indicate good fit to the observed data. Results show that transformational leadership was associated with lower work alienation, whereas transactional leadership was associated with higher work alienation. Organizational structure was not significantly predictive of work alienation, but was negatively associated with transformational leadership and positively associated with transactional leadership. The significant indirect effects between organizational structure and work alienation, and between organizational structure and transformational leadership, provide further evidence that the leadership style of the organization has a more significant impact on feelings of work alienation than antecedent conditions such as organization rigidity. The study argues that managers as well as leaders need to question bureaucratic orientations to work and manager Aemployee relations by rethinking their value orientations and adapting new models that encourage individual fulfilment, learning and personal development.
TL;DR: In this paper, the main effects of the transformational and transactional leadership behaviors on organizational performance of Russian companies, the moderating effects of support for innovation on the relationship between transformational leadership behaviors and organizational performance, and the impact of group cohesiveness on transformational-leadership behaviors in a Russian context.
01 Jan 2002
Abstract: Introduction More often than not when conversation turns to politics and politicians, discussion focuses on personalities. There is a certain fascination with analyzing political leaders. As a result, biographies on current political figures become best sellers and the triumphs as well as the tragedies of political leaders become newspaper headlines. A major reason for our curiosity about the personal characteristics of such leaders is the realization that their preferences, the things they believe in and work for, and the ways they go about making decisions can influence our lives. But how can we learn about the personalities and, in particular, the leadership styles of political leaders in more than a cursory fashion? It is hard to conceive of giving people like a battery of psychological tests or having them submit to a series of clinical interviews. Not only would they not have time for, or tolerate, such procedures, they would be wary that the results, if made public, might prove politically damaging to them. One way of learning more about political leaders that does not require their cooperation is by examining what they say. Only movie stars, hit rock groups, and athletes probably leave more traces of their behavior in the public arena than politicians. U.S. presidents' movements and statements, for example, are generally recorded by the mass media; little of what a U.S. president does escapes notice. Such materials provide a basis for assessment. By analyzing the content of what political leaders say, we can begin to learn something about the images they display in public even when such individuals are unavailable for the more usual assessment techniques. To illustrate how political leaders' statements can be studied to 2 learn more about them, the rest of this manual will present a technique for using such material to assess leadership style. Two major types of statements are readily available for most political leaders in the latter part of the Twentieth Century – speeches and interviews with the media. Some caution must be exercised in examining speeches to assess what a leader is like since such materials are generally written for him or her by speech writers or staff members. Moreover, care and thought have generally gone into what is said and how it is said. Interviews with the media, however, are a more spontaneous type of material. During the give and take of a question and answer period, leaders must …
TL;DR: In this paper, the central components of Transformational Leadership (TL) theory are discussed, and similarities are identified between the components concerned and the characteristics of leadership practice in organizations generally defined as cults.
Abstract: Leadership is a perennially popular topic in the academic and practitioner literature on management. In particular, the past twenty years have witnessed an explosive growth of interest in what has been termed ‘transformational leadership’ (henceforth, TL). The theory is closely linked to the growth in what has been defined as corporate culturism - an emphasis on the importance of coherent cultures, as a means of securing competitive advantage. This article outlines the central components of TL theory, and subjects the concept to a critical analysis. In particular, similarities are identified between the components concerned and the characteristics of leadership practice in organizations generally defined as cults. This connection has been previously unremarked in the literature. These similarities are comprehensively reviewed. Trends towards what can be defined as corporate cultism in modern management practice are also discussed. We conclude that TL models are overly concerned with the achievement of cor...
TL;DR: In this paper, the authors assess transformational leadership, postmodern or postindustrial leadership, and servant leadership in terms of five major themes of personalism, i.e., the dignity of each human person, participation, solidarity of community, and respect for each person.
Abstract: After briefly describing the philosophy of personalism this article assesses each of three normative leadership paradigms (transformational leadership, postmodern or postindustrial leadership, and servant leadership) in terms of five major themes of this phenomenological philosophy. Servant leadership appears to be closest to personalism. The critical ingredient for servant leadership is also personalism’s starting point, i.e. the dignity of each human person. A genuine servant leader works with his followers in building a community of participation and solidarity. However, some claim that servant leaders are subject to manipulation by their followers. If so, and if transformational leaders, when too successful, gain too much power or manipulate using bogus empowerment, a superior approach might be provided by a combination in which a morally tough servant leader adopts certain transforming behaviors of Bass’s altruistic transformational leader. The leader and the followers would focus on a jointly formulated and refined vision, avoiding manipulation by any party through a mutual commitment to participation, solidarity of community, and respect for each person.
01 Jan 2002
TL;DR: In this article, Riggio et al. discuss the role of Cognitive, Social, and Emotional Intelligence of Transformational Leaders and apply it to Leader Self-Regulation.
Abstract: Contents: A.P. Brief, J.P. Walsh, Series Editors' Foreword. R.E. Riggio, Multiple Intelligences and Leadership: An Overview. Part I:Multiple Domains of Intelligence. R.J. Sternberg, Successful Intelligence: A New Approach to Leadership. S.J. Zaccaro, Organizational Leadership and Social Intelligence. D.R. Caruso, J.D. Mayer, P. Salovey, Emotional Intelligence and Emotional Leadership. J. Hogan, R. Hogan, Leadership and Sociopolitical Intelligence. Part II:Models of Leadership and Multiple Intelligences. F.E. Fiedler, The Curious Role of Cognitive Resources in Leadership. B.M. Bass, Cognitive, Social, and Emotional Intelligence of Transformational Leaders. D.G. Winter, The Motivational Dimensions of Leadership: Power, Achievement, and Affiliation. M.M. Chemers, Integrating Models of Leadership and Intelligence: Efficacy and Effectiveness. Part III:Applications of Multiple Intelligences to Leader Effectiveness. S.E. Murphy, Leader Self-Regulation: The Role of Self-Efficacy and Multiple Intelligences. L.R. Offermann, L.U. Phan, Culturally Intelligent Leadership for a Diverse World. R. Aditya, R.J. Hause, Interpersonal Acumen and Leadership Across Cultures: Pointers From the GLOBE Study. R.E. Riggio, F.J. Pirozzolo, Commentary: Multiple Intelligences and Leadership: Implications and Applications for Research and Training.