Showing papers on "Transformational leadership published in 2005"

“Can you see the real me?” A self-based model of authentic leader and follower development

Abstract: To address present and future leadership needs, a model of authentic leader and follower development is proposed and examined with respect to its relationship to veritable, sustainable follower performance. The developmental processes of leader and follower self-awareness and self-regulation are emphasized. The influence of the leader’s and followers’ personal histories and trigger events are considered as antecedents of authentic leadership and followership, as well as the reciprocal effects with an inclusive, ethical, caring and strength-based organizational climate. Positive modeling is viewed as a primary means whereby leaders develop authentic followers. Posited outcomes of authentic leader–follower relationships include heightened levels of follower trust in the leader, engagement, workplace well-being and veritable, sustainable performance. Testable propositions and directions for exploring them are presented and discussed.

Leader-Member Exchange as a Mediator of the Relationship Between Transformational Leadership and Followers' Performance and Organizational Citizenship Behavior

Abstract: We developed a model in which leader-member exchange mediated between perceived transformational leadership behaviors and followers' task performance and organizational citizenship behaviors. Our s...

What we know about Leadership

Abstract: This article reviews the empirical literature on personality, leadership, and organizational effectiveness to make 3 major points. First, leadership is a real and vastly consequential phenomenon, perhaps the single most important issue in the human sciences. Second, leadership is about the performance of teams, groups, and organizations. Good leadership promotes effective team and group performance, which in turn enhances the well-being of the incumbents; bad leadership degrades the quality of life for everyone associated with it. Third, personality predicts leadership—who we are is how we lead—and this information can be used to select future leaders or improve the performance of current incumbents. A very smart political scientist friend used to say, “The fundamental question in human affairs is, who shall rule?” We think the fundamental question is, “who should rule?” Leadership is one of the most important topics in the human sciences and historically one of the more poorly understood; it is important for two reasons. First, leadership solves the problem of how to organize collective effort; consequently, it is the key to organizational effectiveness. With good leadership, organizations (governments, corporations, universities, hospitals, armies) thrive and prosper. When organizations succeed, the financial and psychological well

The Role of Followers in the Charismatic Leadership Process: Relationships and Their Consequences

Abstract: We present a theoretical analysis of the follower's role in the charismatic leadership process. Specifically, we distinguish between two types of charismatic relationships—personalized and socialized—and present general propositions about how followers' self-concepts may determine the type of charismatic relationship they form with the leader. We then develop more specific propositions about the follower's role in various stages of the charismatic relationship process, and we conclude by outlining the implications of the propositions and suggesting further opportunities for theoretical extension.

Identity, deep structure and the development of leadership skill

Abstract: A theory of leadership development is advanced, suggesting that changes in leadership skills may be viewed from the perspective of a general theory of learning and expertise, with consideration of the associated changes in information processing and underlying knowledge structures that occur as skill develops. More specifically, we propose that leadership performance is organized in terms of a progression from novice to intermediate to expert skill levels. At each skill level, the emphasis is on qualitatively different knowledge and information processing capabilities. In addition, because leadership skill development requires proaction on the part of the leader, we propose that identity, meta-cognitive processes, and emotional regulation are critical factors in developing the deeper cognitive structures associated with leadership expertise. Finally, expert leaders may develop unique skills in grounding their identities and leadership activities in coherent, self-relevant, authentic values.

A Review of Transformational School Leadership Research 1996–2005

Abstract: This paper uses evidence about transformational forms of leadership in schools provided by 32 empirical studies published between 1996 and 2005 to answer questions about the nature of such leadership, its antecedents, and the variables that both moderate and mediate its effects on students. Results indicate significant, primarily indirect effects of this form of leadership on both student achievement and engagement in school. These effects are mediated by school culture, teachers’ commitment and job satisfaction, and a small number of other variables. Few studies have examined the antecedents or moderators of transformational school leadership.

Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline

Abstract: Spiritual leadership theory (SLT) is a causal leadership theory for organizational transformation designed to create an intrinsically motivated, learning organization. Spiritual leadership comprises the values, attitudes, and behaviors required to intrinsically motivate one’s self and others in order to have a sense of spiritual survival through calling and membership—i.e., they experience meaning in their lives, have a sense of making a difference, and feel understood and appreciated. The effect of spiritual leadership in establishing this sense of leader and follower spiritual survival is to create value congruence across the strategic, empowered team, and individual levels to, ultimately, foster higher levels of organizational commitment, productivity, and employee well-being. The primary purpose of this research is to test the SLT causal model that hypothesizes positive relationships among the qualities of spiritual leadership, spiritual survival, and organizational productivity and commitment using longitudinal data from a newly formed Apache Longbow helicopter attack squadron at Ft. Hood, Texas. The results provide strong initial support for SLT and its measures. A methodology was developed for establishing a baseline for future organizational development interventions as well as an action agenda for future research on spiritual leadership in general and Army training and development in particular. We conclude that spiritual leadership theory offers promise as a springboard for a new paradigm for leadership theory, research, and practice given that it (1) incorporates and extends transformational and charismatic theories as well as ethics- and valuesbased theories (e.g., authentic and servant leadership) and (2) avoids the pitfalls of measurement model misspecification.

Developing a Leadership Identity: A Grounded Theory.

Abstract: This grounded theory study on developing a leadership identity revealed a 6-stage developmental process. The thirteen diverse students in this study described their leadership identity as moving from a leader-centric view to one that embraced leadership as a collaborative, relational process. Developing a leadership identity was connected to the categories of developmental influences, developing self, group influences, students' changing view of self with others, and students' broadening view of leadership. A conceptual model illustrating the grounded theory of developing a leadership identity is presented.

Leading from Within: The Effects of Emotion Recognition and Personality on Transformational Leadership Behavior

Abstract: This study of 145 managers of a large biotechnology/agricultural company examined how leaders' emotion recognition ability and personality characteristics influenced performance of transformational...

Social identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality

Abstract: Traditional models see leadership as a form of zero-sum game in which leader agency is achieved at the expense of follower agency and vice versa. Against this view, the present article argues that leadership is a vehicle for social identity-based collective agency in which leaders and followers are partners. Drawing upon evidence from a range of historical sources and from the BBC Prison Study, the present article explores the two sides of this partnership: the way in which a shared sense of identity makes leadership possible and the way in which leaders act as entrepreneurs of identity in order to make particular forms of identity and their own leadership viable. The analysis also focuses (a) on the way in which leaders' identity projects are constrained by social reality, and (b) on the manner in which effective leadership contributes to the transformation of this reality through the initiation of structure that mobilizes and redirects a group's identity-based social power.

CEO transformational leadership and organizational outcomes: The mediating role of human-capital-enhancing human resource management

Abstract: Using a field survey and company data of 170 firms in Singapore, we tested an integrated theoretical model relating CEO transformational leadership (TL), human–capital-enhancing human resource management (HRM), and organizational outcomes, including subjective assessment of organizational performance, absenteeism, and average sales. We found that human–capital-enhancing HRM fully mediates the relationship between CEO transformational leadership and subjective assessment of organizational outcomes and partially mediates the relationship between CEO transformational leadership and absenteeism. We discuss practical and theoretical implications.

Leader self-sacrifice and leadership effectiveness: the moderating role of leader prototypicality.

Abstract: Self-sacrificing behavior of the leader and the extent to which the leader is representative of the group (i.e., group prototypical) are proposed to interact to influence leadership effectiveness. The authors expected self-sacrificing leaders to be considered more effective and to be able to push subordinates to a higher performance level than non-self-sacrificing leaders, and these effects were expected to be more pronounced for less prototypical leaders than for more prototypical leaders. The results of a laboratory experiment showed that, as expected, productivity levels, effectiveness ratings, and perceived leader group-orientedness and charisma were positively affected by leader self-sacrifice, especially when leader prototypicality was low. The main results were replicated in a scenario experiment and 2 surveys.

Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change

Abstract: Using longitudinal data collected in two waves, nine months apart, from 372 employees, this research is an empirical assessment of individual-level change within an organizational setting. Specifically, strategies used by change implementers were operationalized as six transformational leader behaviors, and then hypothesized to influence employees' cynicism about organizational change (CAOC). A combination of social learning theory, and communication research served as the theoretical rationale to explain transformational leadership's hypothesized effects. As posited, transformational leader behaviors (TLB) generally were associated with lower employee CAOC. Further, the direction of causality was consistent in suggesting that the TLB reduced employee CAOC. A discussion concerning the ethical use of TLBs and recommendations for future research are provided. Copyright © 2005 John Wiley & Sons, Ltd.

The information systems identity crisis: focusing on high-visibility and high-impact research

Abstract: This paper presents an alternative view of the Information Systems identity crisis described recently by Benbasat and Zmud (2003). We agree with many of their observations, but we are con cerned with their prescription for IS research. We critique their discussion of errors of inclusion and exclusion in IS research and highlight the potential misinterpretations that are possible from a literal 1Ron Weber was the accepting senior editor for this paper. Iris Vessey and Rudy Hirschheim served as reviewers. reading of their comments. Our conclusion is that following Benbasat and Zmud's nomological net will result in a micro focus for IS research. The results of such a focus are potentially dangerous for the field. They could result in the elimination of IS from many academic programs. We present an alternative set of heuristics that can be used to assess what lies within the domain of IS scholar ship. We argue that the IS community has a powerful story to tell about the transformational impact of information technology. We believe that a significant portion of our research should be macro studies of the impact of IT. It is important for academic colleagues, deans, and managers to understand the transformational power of the technology. As IS researchers with deep knowl edge of the underlying artifact, we are best positioned to do such research.

Authentic leadership and the narrative self

Abstract: Contemporary leadership theory and practice describes authenticity in relation to self-awareness of one's fundamental values and purpose, and attributes the motivational effects of leadership to the consistency of leader's values and behaviors and the concordance of their values with those of followers. Drawing from hermeneutic philosophy, I offer a different perspective on authenticity in leadership that is based on the framework of the narrative self. This framework suggests that authenticity is not achieved by self-awareness of one's inner values or purpose, but instead is emergent from the narrative process in which others play a constitutive role in the self. Implications of this framework for research and for the practice of ethical leadership are discussed.

Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents:

Abstract: Relationships between leaders' motivation and their use of charismatic, transactional, and / or transformational leadership were examined in this study. One hundred eighty-six leaders and 759 direc...

Leadership: Limits and Possibilities

Abstract: Introduction What is Leadership: Person, Result, Position or Process? Leadership as Person: Putting the "Ship" Back into Leadership Leadership as Results: Putting the Subjunctive Back Where it Belongs Leadership as Process: Leadership as a Reflection of Community Leadership as Position: Hydras and Elephants Bibliography Index

When Is Appreciative Inquiry Transformational? A Meta-Case Analysis

Abstract: cases of the use of Appreciative Inquiry (AI) for changing social systems published before 2003 were examined to look for the presence or absence of transformational change and the utilization of 7 principles and practices culled from a review of the theoretical literature on AI. Though all cases began by collecting stories of the positive, followed the "4-D model" and adhered to 5 principles of AI articulated by Cooperrider & Whitney (2001), only 7 (35%) showed transformational outcomes. In 100% of cases with transformational outcomes, the appreciative inquiry resulted in new ideas and knowledge and a generative metaphor that transformed the accepted beliefs of system members. In none of the non transformational cases was new knowledge created and in one a generative metaphor emerged. Instead, non-transformational AI focused on changing existing organizational practices. In 83% of the transformational cases, the destiny or action phase of the appreciative inquiry was best characterized as improvisational. In contrast, 83% of the non transformational cases used more standard implementation approaches to the action phase in which attempts were made to implement centrally agreed upon targets and plans. The authors conclude that these two qualities of appreciative inquiry, a focus on changing how people think instead of what people do, and a focus on supporting self-organizing change processes that flow from new ideas rather than leading implementation of centrally or consensually agreed upon changes, appear to be key contributions of AI to the theory and practice of large systems change that merit further study and elaboration. Side 1 af 18 Meta Analysis of Appreciative Inquiry Cases

Educational Leadership: Culture and Diversity

Abstract: Introduction and Overview Leadership, Culture and Globalization Conceptualizing Cross-Cultural Leadership A Cultural Approach to Leadership: Methodological Issues Leadership and Organizational Culture - Michael Wilson Leadership and Diverse Sociocultural Contexts Strategic Leadership and Cultural Diversity Leadership, Learning and Teaching in Diverse Cultures Leadership and Staff Management in Diverse Cultures Teacher Appraisal in Culturally Diverse Settings Leadership Dilemmas and Cultural Diversity Leadership of Culturally Diverse Schools Developing Educational Leadership in Culturally Diverse Contexts

Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial firms

Abstract: This study explores the nature of the relationship between transformational leadership and two work-related attitudes, organizational commitment and job satisfaction, by comparing Kenya and the United States. The results show that transformational leadership has a strong and positive effect on organizational commitment and job satisfaction in both cultures. Simultaneous factor analyses in several populations (SIFASP), using AMOS maximum likelihood procedure, provides evidence of conceptual and measurement equivalence for all three measures (transformational leadership, organizational commitment, and job satisfaction) employed in this study.

Relationships between Measures of Leadership and School Climate.

Abstract: Introduction Education leadership is possibly the most important single determinant of an effective learning environment. Change leaders must understand procedures and processes that create the conditions necessary for organizational improvement. Skilled leaders correctly envision future needs and empower others to share and implement that vision. Building principals must be able to assess and evaluate the impact and perceptions of their leadership styles. Fullan (2002) points out that "Only principals who are equipped to handle a complex, rapidly changing environment can implement the reforms that lead to sustained improvement in student achievement" (p. 16). Indeed, principals must deal with the various levels of skills and abilities of their faculty and a continuity of divergent situations within today's complex school environment. Bolman and Deal (1991) describe the balance between leadership and management. Organizations which are overmanaged but underled eventually lose any sense of spirit or purpose. Poorly managed organizations with strong charismatic leaders may soar temporarily only to crash shortly thereafter. The challenges of modern organizations require the objective perspective of the manager as well as the brilliant flashes of vision and commitment that wise leadership provides. (pp. xiii-xiv) Because schools have become very complex organizations, principals must move beyond occasional brilliant flashes to methods of continuous improvement. The variables associated with improved student achievement have been a focus of researchers for many years. Now, the No Child Left Behind Act (NCLB) has significantly increased the pressure to improve student achievement. Waters, Marzano, and McNulty (2004) reported that effective school leadership substantially boosts student achievement. School climate, leadership, and quality instruction are frequently associated with effective schools. In this study, we investigated the relationships between selected dimensions of leadership and measures of school climate. In addition, principals' perceptions of their own leadership styles were compared with teachers' perceptions of their principals' leadership styles. Leadership Researchers have attempted to quantify the leadership process and establish relationships between dimensions of leadership, school climate, teacher effectiveness, and student learning (Deal & Peterson, 1990; Maehr, 1990; Waters, et al. 2004). Early research by Brookover (1979), Edmonds (1979), and Rutter, Maughn, Mortimore, and Ouston (1979) found that correlates of effective schools include strong leadership, a climate of expectation, an orderly but not rigid atmosphere, and effective communication. These researchers and others suggest that the presence or absence of a strong educational leader, the climate of the school, and attitudes of the teaching staff can directly influence student achievement. Research has related effective school leadership to significant increases in student achievement. Waters, Marzano, and McNulty (2004) conducted a meta analysis of 70 studies on education leadership and established 21 leadership responsibilities that are significantly related to higher levels of student achievement. Blake and Mouton (1985) indicated that leaders who fully understand leadership theory and improve their ability to lead are able to reduce employee frustration and negative attitudes in the work environment. As instructional leaders, principals can foster an understanding of the school vision, facilitate implementation of the mission, and establish the school climate. Ubben and Hughes (1992) stated that principals could create a school climate that improves the productivity of both staff and students and that the leadership style of the principal can foster or restrict teacher effectiveness. Hersey and Blanchard (1988) discussed leadership in relationship to several factors: preferred style of leadership, maturity of followers, expectations of followers, and task at hand. …

Effects of leadership and leader‐member exchange on commitment

Abstract: Purpose – The present study attempts to integrate both behavioural and relational perspectives of leadership and test their applicability in determining employees' organizational commitment.Design/methodology/approach – Leadership behaviours were measured using Bass and Avolio's multifactor' leadership questionnaire (MLQ) Form 5X. Liden and Maslyn's multi‐dimensional model of leader‐member exchange (LMX‐MDM) scale was used to measure the quality of relationship between respondents and their superiors. Meyer and Allen's instrument for the multidimensional organisational commitment was adopted for this study. A total of 201 research and development (R&D) professionals including engineers and scientists working in R&D department of manufacturing firms, R&D organisations, and research institutes in Singapore participated in the study.Findings – The findings from hierarchical regression analysis reveal that transformational leadership has positive association with the dimensions of LMX and organizational commi...

The moderating role of individual differences in the relation between transformational/transactional leadership perceptions and organizational identification ☆

Abstract: In this study, we examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness–connectedness self-schema, and positive and negative affectivity. Data from 502 services employees indicated significant positive effects of transformational and transactional leadership perceptions on organizational identification. Regarding the moderating role of individual differences, our data showed that the positive relationship of transformational leadership and organizational identification was stronger for individuals of low positive affectivity as well as for employees of high negative affectivity. In addition, results indicated that transactional leadership had a stronger positive effect on organizational identification for individuals characterized by a connected self-schema.

Linking the Big Five-Factors of personality to charismatic and transactional leadership; perceived dynamic work environment as a moderator

Abstract: In this multi-source study we investigated the relationships between the Big Five personality traits and both charismatic and transactional leadership behavior, and whether dynamism (the degree that the work environment is deemed dynamic) moderates these relationships. We also tested whether dynamism moderates the relationship between leadership behavior and effectiveness. Personality was measured through self ratings using the NEO-PI-R. Subordinates rated their leaders' behavior, and peers and superiors provided ratings of effectiveness. Consistent with trait activation theory, results showed that perceived dynamic work environment moderated the relationships of four of the Big Five-Factors with both charismatic and transactional leadership. Also, charismatic leadership was positively related to perceived effectiveness, but only in dynamic contexts. Copyright © 2005 John Wiley & Sons, Ltd.

The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study

Abstract: This study used multi-source field data collected in five organizations to examine linkages among managers' personal value system (i.e., intensity of openness to change, traditional, collectivistic work, self-transcendent, and self-enhancement values), charismatic leadership of managers, and three outcome measures. Two-hundred and eighteen managers provided self-reports of their personal values and ratings of their followers' extra effort and organizational citizenship behavior (OCB). Nine-hundred and forty-five subordinates rated the focal managers' charismatic leadership. Superiors of the focal managers provided ratings of managerial performance 2 months after collecting the managers' and subordinates' ratings. Results indicated that traditional, collectivistic work, self-transcendent, and self-enhancement values related positively to charismatic leadership, which predicted managerial performance and followers' extra effort and OCB. Managerial performance moderated the relationships between leaders' values, charismatic leadership, and followers' outcomes.

Leadership Behaviors and Subordinate Resilience

Abstract: Utilizing a sample of 150 part-time MBA students, this study evaluated the relationship between leader behaviors and subordinate resilience. We proposed that the transformational leadership dimensions of Attributed Charisma, Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration, as well as the transactional leadership dimension of Contingent Reward would be positively associated with subordinate resilience. We also proposed that the transactional leadership dimensions of Management-by-Exception Active and Management-by-Exception Passive and the non-leadership dimension of Laissez-Faire leadership would not be positively associated with subordinate resilience. With the exception of Inspirational Motivation, all hypothesized relationships were supported. A post-hoc analysis of open-ended responses to the question "What helped you to deal with this situation? " indicated that participants who mentioned their leaders as a positive factor in dealing with the ...

Traditionality matters: An examination of the effectiveness of transformational leadership in the United States and Taiwan.

Abstract: This research examines how the effectiveness of transformational leadership may vary depending on the cultural values of an individual. We develop the logic for why the individual value of traditionality (emphasizing respect for hierarchy in relationships) moderates the relationship between six dimensions of transformational leadership and leadership effectiveness. The hypotheses are examined on leaders from Asia and North America. The results indicate support for the moderating effect of traditional values on the relationship between four dimensions of transformational leadership (appropriate role model, intellectual stimulation, high performance expectations, and articulating a vision) on leadership effectiveness. Copyright © 2005 John Wiley & Sons, Ltd.