Showing papers on "Transformational leadership published in 2004"
TL;DR: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership, revealing an overall validity of .44 for transformational leadership and this validity generalized over longitudinal and multisource designs.
Abstract: This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.
3,577 citations
TL;DR: In this paper, the authors examined whether psychological empowerment mediated the effects of transformational leadership on followers' organizational commitment, and also examined how structural distance between leaders and followers moderated the relationship between transformation and organizational commitment.
Abstract: Summary Using a sample of 520 staff nurses employed by a large public hospital in Singapore, we examined whether psychological empowerment mediated the effects of transformational leadership on followers’ organizational commitment. We also examined how structural distance (direct and indirect leadership) between leaders and followers moderated the relationship between transformational leadership and organizational commitment. Results from HLM analyses showed that psychological empowerment mediated the relationship between transformational leadership and organizational commitment. Similarly, structural distance between the leader and follower moderated the relationship between transformational leadership and organizational commitment. Implications for research and practice of our findings are discussed. Copyright # 2004 John Wiley & Sons, Ltd.
1,524 citations
TL;DR: Although results provided some support for the dispositional basis of transformational leadership--especially with respect to the charisma dimension--generally, weak associations suggested the importance of future research to focus on both narrower personality traits and nondispositional determinants oftransformational and transactional leadership.
Abstract: This study was a meta-analysis of the relationship between personality and ratings of transformational and transactional leadership behaviors. Using the 5-factor model of personality as an organizing framework, the authors accumulated 384 correlations from 26 independent studies. Personality traits were related to 3 dimensions of transformational leadership—idealized influence–inspirational motivation (charisma), intellectual stimulation, and individualized consideration—and 3 dimensions of transactional leadership— contingent reward, management by exception–active, and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadership— especially with respect to the charisma dimension— generally, weak associations suggested the importance of future research to focus on both narrower personality traits and nondispositional determinants of transformational and transactional leadership. A recent PsycINFO search revealed that 1,738 of the 15,000 articles (12%) published since 1990 on the topic of leadership included the keywords personality and leadership. Clearly, scholars have a strong and continuing interest in the dispositional bases of leadership behavior. Indeed, a meta-analysis by Lord, DeVader, and Alliger (1986) reported some associations between personality traits and perceptions of leadership. A more recent meta-analysis (Judge, Bono, Ilies, & Gerhardt, 2002) further advanced this literature, providing evidence that some traits were consistently associated with leadership emergence and effectiveness. Although these meta-analyses made an important contribution to our knowledge of the link between personality and leadership, they do not address the relationship between personality and transformational, transactional, and charismatic leadership. Given the volume of recent research attention focused on these types of leadership, it is important to understand the dispositional bases of transformational and transactional leadership. The purpose of this article was to extend what is known about the association between personality and leadership by focusing directly on the relationship between personality and the eight dimensions of transformational and transactional leadership. These leadership dimensions have been found to be valid predictors of follower job performance and satisfaction (see Fuller, Patterson, Hester, & Stringer, 1996; Lowe, Kroeck, & Sivasubramaniam, 1996). Thus, understanding the personality traits associated with transformational and charismatic leadership has important implications for the selection, training, and development of such leaders. For example, if charisma is linked to stable traits of the individual, organizations may wish to select leaders with these traits. Barling, Weber, and Kelloway (1996) demonstrated that some transformational leadership behaviors can be trained. Thus, an understanding of the role of personality can aid in determining which individuals might gain the most from such training and how training approaches might differ on the basis of trainee personality (i.e., aptitude by treatment interaction).
1,372 citations
TL;DR: In this paper, the authors develop a theoretical model of the impact of CEO and top manager leadership styles and practices on organizational learning, taking a fine-grained look at the processes and levels of organizational learning to describe how strategic leaders influence each element of the learning system.
Abstract: Adopting the strategic leadership perspective, we develop a theoretical model of the impact of CEO and top manager leadership styles and practices on organizational learning. We take a fine-grained look at the processes and levels of organizational learning to describe how strategic leaders influence each element of the learning system. Researchers have implicitly assumed transformational leadership approaches to organizational learning. We challenge this conventional wisdom by highlighting the value of transactional leadership as well.
1,245 citations
TL;DR: In this article, the authors posit that the primary difference between transformational leadership and servant leadership is the focus of the leader, and the extent to which the leader is able to shift the primary focus of leadership from the organization to the follower is the distinguishing factor in classifying leaders as either transformational or servant leaders.
Abstract: This article examines transformational leadership and servant leadership to determine what similarities and differences exist between the two leadership concepts. The authors posit that the primary difference between transformational leadership and servant leadership is the focus of the leader. The transformational leader's focus is directed toward the organization, and his or her behavior builds follower commitment toward organizational objectives, while the servant leader's focus is on the followers, and the achievement of organizational objectives is a subordinate outcome. The extent to which the leader is able to shift the primary focus of leadership from the organization to the follower is the distinguishing factor in classifying leaders as either transformational or servant leaders. This article also looks at the next stage of developmental issues in servant leadership, such as the challenges facing empirical investigation and measurement, and the changes that are occurring in current thinking about the servant leadership approach. Ultimately, the case is made that although different, both transformational leadership and servant leadership offer the conceptual framework for dynamic leadership.
1,110 citations
TL;DR: In this paper, the authors identified aspects of transformational leadership theory that have resulted in a lack of empirical support for the hypothesized factor structure of the model, and very strong relationships among the leadership components.
Abstract: This study identified aspects of transformational leadership theory that have resulted in a lack of empirical support for the hypothesized factor structure of the model, and very strong relationships among the leadership components. We proposed five more focused subdimensions of transformational leadership including vision, inspirational communication, intellectual stimulation, supportive leadership, and personal recognition. Confirmatory factor analyses provided support for the hypothesized factor structure of the measures selected to assess these subdimensions, and also provided support for the discriminant validity of the subdimensions with each other. After controlling for the effects of common method variance, a number of the subdimensions of transformational leadership demonstrated significant unique relationships with a range of outcomes. Results provided initial support for the five subdimensions of transformational leadership that were identified.
936 citations
01 Jan 2004
818 citations
TL;DR: The role of follower self-conception in leader-ship effectiveness is discussed in this paper, where it is shown that self-construal, selfefficacy, self-esteem, and self-consistency may be affected by leadership and may mediate the effects of leadership on follower behavior.
Abstract: This article reviews empirical research on the role of follower self-conception in leader-ship effectiveness. and specifies an agenda for future research in this area. The review shows that several aspects of follower self-conception (i.e., self-construal, self-efficacy, self-esteem, and self-consistency) may be affected by leadership. and may mediate the effects of leadership on follower behavior. There also is consistent evidence that follower self-construal moderates the impact of leadership on follower attitudes and behavior. Two key themes for future research are defined. First, future research should focus on the development of theory about the role of relational self-construal in the leadership process. Second, it seems particularly valuable to develop theory about the interplay of different aspects of follower self-conception in leadership effectiveness. including the interactive effects of these aspects of self Working backwards from these theoretical models of follower self-conception, specific leader behavior relevant to these aspects of self should then be identified. (C) 2004 Elsevier Inc. All rights reserved.
772 citations
Book•
07 Jan 2004TL;DR: The author reveals how follower-centric Approaches to Leadership, coupled with a multi-Theoretical Lens on Leadership Relationships and Processes, have transformed the way leaders view the world and view themselves.
Abstract: PART i: INTRODUCTION Chapter 1: Leadership: Past, Present, and Future - David V. Day & John Antonakis PART II: LEADERSHIP: SCIENCE, NATURE, AND NURTURE Chapter 2: Aggregation processes and Levels of Analysis as Organizing Structures for Leadership Theory - Robert G. Lord & Jessica E. Dinh Chapter 3: Advances in Leadership Research Methods - Michael J. Zyphur, Adam P. Barsky, & Zhen Zhang Chapter 4: The Nature of Leadership Development - David V. Day Chapter 5: The Nature in Leadership: Evolutionary, Biological, and Social Neuroscience Perspectives - Mark Van Vugt PART III: THE MAJOR SCHOOLS OF LEADERSHIP Chapter 6: Individual Differences in Leadership - Timothy A. Judge & David M. Long Chapter 7: Contingencies, Context, Situation, and Leadership - Roya Ayman & Susan Adams Chapter 8: Transformational and Charismatic Leadership - John Antonakis Chapter 9: The Nature of Relational Leadership: A Multi-Theoretical Lens on Leadership Relationships and Processes - Mary Uhl-Bien, John Maslyn, & Sonia Ospina Chapter 10: In the Minds of Followers: Follower-centric Approaches to Leadership - Douglas J. Brown Chapter 11: The Nature of Shared Leadership - Christina L. Wassenaar & Craig L. Pearce PART IV: LEADERSHIP AND SPECIAL DOMAINS Chapter 12: Leadership and Culture - Deanne N. Den Hartog & Marcus W. Dickson Chapter 13: Leadership and Gender - Linda L. Carli & Alice H. Eagly Chapter 14: Leadership and Identity - Daan van Knippenberg Chapter 15: Ethics Effectiveness: The Nature of Good Leadership - Joanne B. Ciulla PART V: CONCLUSIONS Chapter 16: The Crucibles of Authentic Leadership - Warren Bennis
663 citations
TL;DR: In this paper, the authors discuss how transformational leadership theory can provide a framework in which to investigate a leader's impact on team performance, and posit that idealized influence/inspirational motivation, intellectual stimulation and individualized consideration could produce intermediate outcomes such as shared vision, team commitment, an empowered team environment and functional team conflict.
Abstract: Despite transformational leadership enjoying success and attention as an exceptional leadership theory, few scholars have investigated a specific link between transformational leadership theory and team performance. As such, we discuss how transformational leadership theory can provide a framework in which to investigate a leader's impact on team performance. We posit that idealized influence/inspirational motivation, intellectual stimulation and individualized consideration could produce intermediate outcomes such as shared vision, team commitment, an empowered team environment and functional team conflict. In turn, these intermediate outcomes may positively affect team communication, cohesion and conflict management. Implications for team development, team training and team structure are presented. Limitations and future directions are also discussed.
581 citations
TL;DR: In this paper, Wu et al. investigated the relationship between benevolence, morality, and authoritarianism in Chinese business organizations, and found that the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses, and that PL has a significant and unique effect on subordinate responses compared to Western transformational leadership.
Abstract: Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.
TL;DR: In this article, the authors draw on current scholarship about leadership for social justice, my own (and others') empirical research in schools, and my previous experience as a K-12 educator to develop a framework intended to help educational leaders think about leading for Social Justice.
Abstract: In this article, I draw on current scholarship about leadership for social justice, my own (and others’) empirical research in schools, and my previous experience as a K-12 educator to develop a framework intended to help educational leaders think about leading for social justice. I critically examine some ways in which the status quo marginalizes large numbers of students and their families, preventing them from being heard or even acknowledged. I suggest that transformative educational leaders may foster the academic success of all children through engaging in moral dialogue that facilitates the development of strong relationships, supplants pathologizing silences, challenges existing beliefs and practices, and grounds educational leadership in some criteria for social justice.
TL;DR: The authors argue that the concepts of gender, power, and sex neutral are rooted in a set of social interactions in which b doing gender, Qb doing power, Q and Q are linked.
Abstract: This essay explores a number of paradoxes embedded in new—commonly called postheroic—models of leadership. It argues that although these models emphasize leadership as a social process dependent on social networks of influence, the concepts are often presented as gender and, to a lesser degree, power neutral, not only in theory, but in practice. The essay explores this phenomenon, arguing that the concepts are not gender, power, or sex neutral but instead are rooted in a set of social interactions in which bdoing gender, Qb doing power,Q and bdoing leadershipQ are linked. It explores these dynamics and suggests that theories of leadership that fail to consider the gender/power implications of social interactions and networks of influence may lead to the cooptation of these models, resulting in their being brought into the mainstream discourse in a way that silences their radical challenge to current work practices, structures, and norms. D 2004 Elsevier B.V. All rights reserved.
TL;DR: This article investigated the relationship between a set of leadership practices (transformational, transactional, and consultative) and members' trust in their leader, in research and development (R&D) teams.
Abstract: Interpersonal trust is central to sustaining team effectiveness. Whilst leaders play the primary role in establishing and developing trust, little research has examined the specific leadership practices which engender trust toward team leaders. This study investigated the relationship between a set of leadership practices (transformational, transactional, and consultative) and members' trust in their leader, in research and development (R&D) teams. Usable questionnaires were completed by 83 team members drawn from 33 R&D project teams. Three factors together predicted 67 per cent of the variance in team members' trust towards leaders, namely: consulting team members when making decisions, communicating a collective vision, and sharing common values with the leader. Trust in the leader was also strongly associated with the leader's effectiveness. The implications of these findings for leadership development, team building and future research are discussed.
TL;DR: Using supervisory scripts as proxy of practices, it is shown that script orientation indicative of safely priority predicted climate level, whereas script simplicity and cross-situational variability predicted climate strength.
Abstract: Organizational climate research has focused on prediction of organizational outcomes rather than on climate as a social– cognitive mediator between environmental attributes and relevant outcomes. This article presents a model specifying that supervisory safety practices predict (safety) climate level and strength as moderated by leadership quality. Using supervisory scripts as proxy of practices, it is shown that script orientation indicative of safety priority predicted climate level, whereas script simplicity and cross-situational variability predicted climate strength. Transformational leadership mitigated these effects because of closer leader–member relationships. Safety climate partially mediated the relationship between supervisory scripts and injury rate during the 6-month period following climate and script measurement. Theoretical and methodological implications are discussed. Organizational climate is a socially construed and shared representation of those aspects of organizational environment that inform role behavior, that is, the extent to which certain facets of role behavior are rewarded and supported in any organization. The most relevant perceptual indicators in this regard are formal and informal policies, procedures, and practices concerning focal organizational facets, such as service and safety (Schneider & Bowen, 1985; Schneider, Bowen, Ehrhart, & Holcombe, 2000; Zohar, 2000). This description reflects the current approaches to climate research, which are associated with facet-specific rather than global climates (i.e., “climate for something,” such as service quality or employee safety; see Schneider et al., 2000). Specific climates thus provide convergent measures of employees’ perceptions of relevant policies, procedures, and practices. Given this theoretical perspective, one would expect the research to incorporate climate mainly as a mediator between environmental properties (i.e., policy and procedural characteristics) and organizational outcomes. However, literature reviews reveal a paucity of research in this direction (Denison, 1996; Ostroff, Kinicki, & Tamkins, 2003) because available studies focus almost entirely on consequences rather than on antecedents of climate. The present work was designed, therefore, to investigate attributes of managerial practice as antecedents of group-level climate. Specifically, it presents a methodology for characterizing managerial practices in terms of three climate-relevant attributes— expression of relative priorities for competing facets, internal consistency, and pattern simplicity—and explores relationships between these attributes and climate level and strength, using safety climate as the exemplar.
Posted Content•
TL;DR: In this paper, Wu et al. investigated the effect of Paternalistic Leadership (PL) on subordinate responses compared to Western transformational leadership and found that the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses.
Abstract: Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate’s traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.
TL;DR: In this paper, the authors examine conceptual similarities of transformational and servant leadership theories and analyze the contribution both theories make to the understanding of leadership, and examine the contribution of both theories to the development of leadership.
Abstract: The purpose of the study is to examine conceptual similarities of transformational and servant leadership theories and analyze the contribution both theories make to the understanding of leadership...
TL;DR: In this article, the direct effect of principal transformational leadership to school staff turnover and school performance was examined, in addition to its indirect effect through school staff job satisfaction, in elementary school staff and students, and schoolaggregated student achievement test scores were obtained from school archives.
Abstract: In the present study, the direct effect of principal transformational leadership to school staff turnover and school performance was examined, in addition to its indirect effect through school staff job satisfaction. Survey data were obtained from elementary school staff and students, and school‐aggregated student achievement test scores were obtained from school archives. Results showed that staff reports of principal behaviors could be described in terms of the three components of transformational leadership: inspiration or charisma, individualized consideration, and intellectual stimulation. Principal transformational leadership was not associated directly with either school staff turnover or school‐aggregated student achievement progress. Rather, principal transformational leadership showed an indirect effect, through staff job satisfaction, on school staff turnover (negative) and on school‐aggregated student achievement progress (positive). Finally, higher levels of school staff job satisfaction were associated with smaller achievement gaps between minority and non‐minority students. This result was more evident among schools having higher levels of principal transformational leadership. Results are discussed in relation to the role of transformational leadership in school performance and in recruiting, training, and evaluating school principals.
TL;DR: This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts and found that neuroticism and agreeableness were negatively related totransformational leadership ratings.
Abstract: This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. Team performance ratings correlated at only.18 across the typical and maximum contexts. Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures.
TL;DR: In this paper, the authors tested a model proposing that transformational leaders build committed and high performing work groups by enhancing employee self-efficacy and cohesiveness, and the results indicated support for the theoretical model in comparison to three alternative models that were considered.
Abstract: We tested a model proposing that transformational leaders build committed and high performing work groups by enhancing employee self‐efficacy and cohesiveness. Questionnaires were completed by 303 fire department personnel following preliminary in‐depth interviews with fire rescue personnel. After accounting for missing data, 271 responses were included in our data analysis. Results indicated support for the theoretical model in comparison to three alternative models that were considered. Implications of the findings for research and practice are discussed.
TL;DR: This article found that transformational leadership is positively related to organizational commitment and job satisfaction, and negatively related to job and work withdrawal in the banking and finance sectors in China and India, using a sample of 402 employees.
Abstract: Using a sample of 402 employees from the banking and finance sectors in China and India, we found that transformational leadership is positively related to organizational commitment and job satisfaction, and negatively related to job and work withdrawal. We also found that collective efficacy mediated the contribution of transformational leadership to job and work withdrawal and partially mediated the contribution of transformational leadership to organizational commitment and job satisfaction. Implications and directions for future research are discussed.
TL;DR: In this article, an exploratory study of leadership, organizational culture, and organizational innovativeness in a sample of nonprofit human service organizations: Associations of Retarded Citizens is presented.
Abstract: This is an exploratory study of leadership, organizational culture, and organizational innovativeness in a sample of nonprofit human service organizations: Associations of Retarded Citizens. Although leadership has been held out as one of the most important predictors of innovation, this study found it was not correlated with organizational innovativeness. Examination of the relationships between leadership and cultural variables provided some alternative explanations for this finding. Positive relationships among transformational leadership, organizational values, and cultural consensus (degree of agreement among employees on those values) indicate that leadership practices employed in this sample created strong cultural consensus around values that may inhibit innovation. These findings suggest that examining the link between leadership and organizational culture is important for understanding how leadership and innovation are related. This article sets out practical implications, based on the results of the study, that may help nonprofit managers create workplaces supportive of innovation.
TL;DR: In this paper, the key conclusions emerging from the various articles presented in this two-part special issue are examined with respect to the nature of the leader, the leader's interactions with followers, the effective direction of followers' activities, and the leader interactions with the organization.
Abstract: The need for innovation in organizations has resulted in a new focus on the role of leaders in shaping the nature and success of creative efforts. The various articles prepared for these special issues of The Leadership Quarterly on Leading for Innovation all, in one way or another, underscored the impact of leadership on the nature and success of creative efforts. These articles, however, also indicate that the leadership of creative efforts is an unusually complex activity. In the present article, the key conclusions emerging from the various articles presented in this two-part special issue are examined with respect to the nature of the leader, the leader's interactions with followers, the effective direction of followers' activities, and the leader's interactions with the organization. Directions for future research, along with certain metatheoretical issues, are discussed.
TL;DR: The concept of distributed leadership has attracted a range of meanings and is associated with a variety of practices, with varying implications for organizational processes and values as mentioned in this paper, and the distinction between structure and agency has emerged from the literature review.
Abstract: This article examines the concept of distributed leadership, drawing from a systematic review of relevant literature commissioned by the National College for School Leadership (NCSL) and jointly funded by NCSL and the Open University’s Centre for Educational Policy, Leadership and Lifelong Learning (CEPoLL). The concept attracts a range of meanings and is associated with a variety of practices, with varying implications for organizational processes and values. The article highlights key variables that emerged from the literature review. It then elaborates one of the emergent themes—the distinction between structure and agency—and seeks to utilize this further as a means of illuminating the concept and practice of distributed leadership. In conclusion, areas for future research are identified.
TL;DR: In this paper, the authors integrate charismatic leadership theory with the upper echelons perspective in an attempt to better understand the leadership role of chief executive officers (CEOs) and report data from 69 U.S. and Canadian firms suggesting that CEO charismatic leadership measured at a point in time predicts subsequent firm performance.
Abstract: The primary purpose of this article is to integrate charismatic leadership theory with the upper echelons perspective in an attempt to better understand the leadership role of chief executive officers (CEOs). We report data from 69 U.S. and Canadian firms suggesting that CEO charismatic leadership measured at a point in time predicts subsequent firm performance. However, it is essentially unrelated to prior firm performance. Findings were weak with regard to an expected interaction between charisma and perceived environmental uncertainty in the prediction of performance. When intellectual stimulation was substituted for charisma, interaction results became somewhat stronger. As expected, charisma was related to both subjective and objective measures of strategic change, although we did not find an expected interaction between charisma and strategic change in the prediction of firm performance. Results are discussed in terms of the need for additional multidisciplinary research bridging micro- and macro-level conceptualizations of the role of leadership in the upper echelons of organizations.
TL;DR: A selective review of the industrial safety literature for leadership research with possible application in health care was undertaken, showing the importance of participative, transformational styles for safety performance at all levels of management.
Abstract: The importance of leadership for effective safety management has been the focus of research attention in industry for a number of years, especially in energy and manufacturing sectors. In contrast, very little research into leadership and safety has been carried out in medical settings. A selective review of the industrial safety literature for leadership research with possible application in health care was undertaken. Emerging findings show the importance of participative, transformational styles for safety performance at all levels of management. Transactional styles with attention to monitoring and reinforcement of workers' safety behaviours have been shown to be effective at the supervisory level. Middle managers need to be involved in safety and foster open communication, while ensuring compliance with safety systems. They should allow supervisors a degree of autonomy for safety initiatives. Senior managers have a prime influence on the organisation's safety culture. They need to continuously demonstrate a visible commitment to safety, best indicated by the time they devote to safety matters.
TL;DR: The authors examined how the leadership style of top and middle-level managers in a large telecommunications organization was related to their effectiveness in conveying strategic organizational goals using quantitative and qualitative methods, and found that transformational leaders perceived organizational goals as prospector oriented and were rated as more effective communicators by their direct reports.
Abstract: We examined how the leadership style of top and middle-level managers in a large telecommunications organization was related to their effectiveness in conveying strategic organizational goals. Using quantitative and qualitative methods, we found that transformational leaders perceived organizational goals as prospector oriented and were rated as more effective communicators by their direct reports. We examined research questions regarding the methods by which transformational leaders disseminate organizational goals. An exploratory analysis indicated that managers who reported to transformational leaders tended to have higher agreement on the strategic goals of the organization. Leaders who were effective communicators had direct reports who were more familiar with the goals of the organization. We discussed implications for linking transformational leadership with the strategic roles of leaders.
TL;DR: In this article, a study of 24 project managers and their associated projects in six organizations from varied industries was conducted, and the results of the study found that a project manager's transformational leadership style has a positive impact on actual project performance.
Abstract: Today's business environment is changing tremendously due to economic forces that result in the redesign of systems to decrease cost, the need to speed up product development and the focused attention on satisfying customers. These conditions have caused organizations to utilize project management to implement strategic initiatives through projects. By utilizing a “big picture” systems approach to analyze how the system components interact, decisions can be made which are in the “best interest” of the overall project. Project management is ideally matched to this business environment. The study addressed 24 project managers and their associated projects in six organizations from varied industries. The results of the study found that a project manager's transformational leadership style has a positive impact on actual project performance, that emotional intelligence ability contributes to a project manager's transformational leadership style and subsequent actual project performance.
TL;DR: In this paper, the authors report the findings of an empirical study comparing the relationship between transformational leadership style and employee motivation, commitment and stress for employees reporting to either project or line managers.
TL;DR: In this article, the authors examined the effects of transformational leadership and mentoring over each other for job satisfaction and career expectations of MBAs, and found that career mentoring by non-supervisory mentors was not associated with career expectations but there were incremental effects with idealized influence and inspirational motivation.