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Showing papers on "Transformational leadership published in 2007"


Journal ArticleDOI
TL;DR: This article investigated the relationship between two types of change-oriented leadership (transformational leadership and managerial openness) and subordinate improvement-oriented voice in a two-phase study and found that openness is more consistently related to voice, given controls for numerous individual differences in subordinates' personality, satisfaction, and job demography.
Abstract: We investigate the relationships between two types of change-oriented leadership (transformational leadership and managerial openness) and subordinate improvement-oriented voice in a two-phase study. Findings from 3,149 employees and 223 managers in a restaurant chain indicate that openness is more consistently related to voice, given controls for numerous individual differences in subordinates’ personality, satisfaction, and job demography. This relationship is shown to be mediated by subordinate perceptions of psychological safety, illustrating the importance of leaders in subordinate assessments of the risks of speaking up. Also, leadership behaviors have the strongest impact on the voice behavior of the best-performing employees.

1,524 citations


Posted Content
TL;DR: In this paper, the authors proposed a model of the impact of transformational leadership both on followers' creativity at the individual level and on innovation at the organizational level, and tested on 163 R&D personnel and managers at 43 micro-and small-sized Turkish software development companies.
Abstract: This study proposes a model of the impact of transformational leadership both on followers' creativity at the individual level and on innovation at the organizational level. The model is tested on 163 R&D personnel and managers at 43 micro- and small-sized Turkish software development companies. The results suggest that transformational leadership has important effects on creativity at both the individual and organizational levels. At the individual level, the results of hierarchical linear modeling show that there is a positive relationship between transformational leadership and employees' creativity. In addition, transformational leadership influences employees' creativity through psychological empowerment. At the organizational level, the results of regression analysis reveal that transformational leadership positively associates with organizational innovation, which is measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. The implications of the findings along with some potential practical applications are discussed.

1,099 citations


Journal ArticleDOI
TL;DR: The results of these studies support and add to the range of positive mental health effects associated with transformational leadership and are suggestive of interventions that organizations can make to improve well-being of workers.
Abstract: Two studies investigated the relationship between transformational leadership, the meaning that individuals ascribe to their work, and their psychological well-being. In Study 1, the perceptions of meaningful work partially mediated the relationship between transformational leadership and positive affective well-being in a sample of Canadian health care workers (N 319). In Study 2, the meaning that a separate sample of service workers (N 146) ascribed to their work fully mediated the relationship between transformational leadership and psychological well-being, after controlling for humanistic work beliefs. Overall, these results support and add to the range of positive mental health effects associated with transformational leadership and are suggestive of interventions that organizations can make to improve well-being of workers.

919 citations


Journal ArticleDOI
TL;DR: In this article, a definition of destructive leadership is proposed, which emphasizes negative outcomes for organizations and individuals linked with and affected by them and outlines the toxic triangle: the characteristics of leaders, followers, and environmental contexts connected with destructive leadership.
Abstract: Destructive leadership entails the negative consequences that result from a confluence of destructive leaders, susceptible followers, and conducive environments. We review how destructive leadership has been discussed in the literature and note that it has not been clearly defined. Building on prior research, we develop a definition of destructive leadership that emphasizes negative outcomes for organizations and individuals linked with and affected by them. Then we outline the toxic triangle: the characteristics of leaders, followers, and environmental contexts connected with destructive leadership. We illustrate the dynamics of the framework using Fidel Castro's career as the dictator of Cuba.

806 citations


Journal ArticleDOI
TL;DR: Leadership theory and research needs to move to the next level of integration--considering the dynamic interplay between leaders and followers, taking into account the prior, current, and emerging context--for continued progress to be made in advancing both the science and practice of leadership.
Abstract: The agenda for theory and research in the field of leadership studies has evolved over the last 100 years from focuses on the internal dispositions associated with effective leaders to broader inquiries that include emphases on the cognitions, attributes, behaviors, and contexts in which leaders and followers are dynamically embedded and interact over time. Leadership theory and research has reached a point in its development at which it needs to move to the next level of integration--considering the dynamic interplay between leaders and followers, taking into account the prior, current, and emerging context--for continued progress to be made in advancing both the science and practice of leadership.

770 citations


Journal ArticleDOI
TL;DR: Evidence of a positive relationship between relational leadership and a variety of patient outcomes is document, although future testing of leadership models that examine the mechanisms of influence on outcomes is warranted.
Abstract: Aim Our aim was to describe the findings of a systematic review of studies that examine the relationship between nursing leadership practices and patient outcomes. Background As healthcare faces an economic downturn, stressful work environments, upcoming retirements of leaders and projected workforce shortages, implementing strategies to ensure effective leadership and optimal patient outcomes are paramount. However, a gap still exists in what is known about the association between nursing leadership and patient outcomes. Methods Published English-only research articles that examined leadership practices of nurses in formal leadership positions and patient outcomes were selected from eight online bibliographic databases. Quality assessments, data extraction and analysis were completed on all included studies. Results A total of 20 studies satisfied our inclusion criteria and were retained. Current evidence suggests relationships between positive relational leadership styles and higher patient satisfaction and lower patient mortality, medication errors, restraint use and hospital-acquired infections. Conclusions The findings document evidence of a positive relationship between relational leadership and a variety of patient outcomes, although future testing of leadership models that examine the mechanisms of influence on outcomes is warranted. Implications for nursing management Efforts by organisations and individuals to develop transformational and relational leadership reinforces organisational strategies to improve patient outcomes.

745 citations


Journal ArticleDOI
TL;DR: In this article, a conceptual framework is proposed that leaders' chronic self-regulatory focus (promotion versus prevention), in conjunction with their values, influences their motivation to lead and subsequently their leadership behavior.
Abstract: In this paper we integrate recent theories of motivation and leadership. Drawing on the self-regulatory focus theory and on self-concept based theories of leadership, we develop a conceptual framework proposing that leaders' chronic self-regulatory focus (promotion versus prevention), in conjunction with their values, influences their motivation to lead and, subsequently, their leadership behavior. We further suggest that leaders may influence the motivational self-regulatory foci of their followers, which will mediate different follower outcomes at the individual and group level.

721 citations


Journal ArticleDOI
TL;DR: In this article, the authors present an integrative model of trust in leadership and present an integrated model to examine the factors that foster trust in leaders and the outcomes of this trust, but no comprehensive model has been presented to systematically examine these factors.
Abstract: Leaders have been argued to play a key role in determining organizational effectiveness across all levels (e.g., individual, team, unit) that exist within organizations. A key component in a leader's ability to be effective within such environments is the degree to which subordinates and co-workers trust him/her. Therefore, it is not surprising that researchers and practitioners alike are interested in identifying the mechanisms through which trust in leadership can be developed as well as those factors which moderate this relationship [e.g., Gillespie, N. A., Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19, 588–607; Kouzes and Posner, 1995; Roberts, K. H., O'Reilly, C. A. (1974). Failures in upward communication in organizations: Three possible culprits. Academy of Management Journal, 17, 205–215; Whitener, E. M. (1997). The impact of human resource activities on employee trust. Human Resource Management Review, 7, 389–404]. Despite this, research that has addressed the factors that foster trust in leaders and the outcomes of this trust has been disjointed and, as yet, no comprehensive model has been presented to systematically examine these factors. Therefore, the purpose of this article will be to present an integrative model of trust in leadership.

702 citations


Journal ArticleDOI
TL;DR: The authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that whentransformational leadership was high, teams with greater educational specialty heterogeneity exhibited greater team creativity.
Abstract: The authors examined conditions under which teams' educational specialization heterogeneity was positively related to team creativity. Using a sample of 75 research and development teams, the authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that when transformational leadership was high, teams with greater educational specialization heterogeneity exhibited greater team creativity. In addition, teams' creative efficacy mediated this moderated relationship among educational specialization heterogeneity, transformational leadership, and team creativity. The authors discuss the implications of these results for research and practice.

660 citations


Journal ArticleDOI
TL;DR: The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.
Abstract: The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.

570 citations


Journal ArticleDOI
TL;DR: Results revealed that, at the individual level, managers' TFL was positively related to employee service performance, which, in turn, positively predicted customers' expressed intention to maintain a long-term service relationship with the service employee and manager-reported number of the employee's long- term customers measured 9 months later.
Abstract: This longitudinal field study integrates the theories of transformational leadership (TFL) and relationship marketing to examine how TFL influences employee service performance and customer relationship outcomes by transforming both (at the micro level) the service employees' attitudes and (at the macro level) the work unit's service climate. Results revealed that, at the individual level, managers' TFL was positively related to employee service performance, which, in turn, positively predicted customers' expressed intention to maintain a long-term service relationship with the service employee and manager-reported number of the employee's long-term customers measured 9 months later. In addition, the relationship between TFL and employee service performance was partially mediated by employee self-efficacy. Furthermore, store-level TFL was positively associated with store-level service climate, and service climate further enhanced the relationship between individual-level TFL and employee service performance.

Journal ArticleDOI
TL;DR: The results suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.
Abstract: In this experience sampling study, the authors examined the role of organizational leaders in employees' emotional experiences. Data were collected from health care workers 4 times a day for 2 weeks. Results indicate supervisors were associated with employee emotions in 3 ways: (a) Employees experienced fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers; (b) employees with supervisors high on transformational leadership experienced more positive emotions throughout the workday, including interactions with coworkers and customers; and (c) employees who regulated their emotions experienced decreased job satisfaction and increased stress, but those with supervisors high on transformational leadership were less likely to experience decreased job satisfaction. The results also suggest that the effects of emotional regulation on stress are long lasting (up to 2 hr) and not easily reduced by leadership behaviors.

Journal ArticleDOI
TL;DR: In this article, a frontier of leadership development is examined involving the respective roles of levels-of-analysis and identity in constructing an integrated development system, in which individual and relational leadership identities are the focus of developmental efforts at lower organizational levels (e.g., individual contributor and first-level supervisor) but collective identities become the focus at higher levels.

Journal ArticleDOI
TL;DR: A conceptual model for moving organizations from short-term, isolated performance improvements to sustained, reliable, organization-wide, and evidence-based improvements in patient care is offered.
Abstract: Background The Institute of Medicine's 2001 report Crossing the Quality Chasm argued for fundamental redesign of the U.S. health care system. Six years later, many health care organizations have embraced the report's goals, but few have succeeded in making the substantial transformations needed to achieve those aims. Purposes This article offers a model for moving organizations from short-term, isolated performance improvements to sustained, reliable, organization-wide, and evidence-based improvements in patient care. Methodology Longitudinal comparative case studies were conducted in 12 health care systems using a mixed-methods evaluation design based on semistructured interviews and document review. Participating health care systems included seven systems funded through the Robert Wood Johnson Foundation's Pursuing Perfection Program and five systems with long-standing commitments to improvement and high-quality care. Findings Five interactive elements appear critical to successful transformation of patient care: (1) Impetus to transform; (2) Leadership commitment to quality; (3) Improvement initiatives that actively engage staff in meaningful problem solving; (4) Alignment to achieve consistency of organization goals with resource allocation and actions at all levels of the organization; and (5) Integration to bridge traditional intra-organizational boundaries among individual components. These elements drive change by affecting the components of the complex health care organization in which they operate: (1) Mission, vision, and strategies that set its direction and priorities; (2) Culture that reflects its informal values and norms; (3) Operational functions and processes that embody the work done in patient care; and (4) Infrastructure such as information technology and human resources that support the delivery of patient care. Transformation occurs over time with iterative changes being sustained and spread across the organization. Practice implications The conceptual model holds promise for guiding health care organizations in their efforts to pursue the Institute of Medicine aims of fundamental system redesign to achieve dramatically improved patient care.

Journal ArticleDOI
TL;DR: In this paper, a field study of employees involved in a major acquisition integration addressed the relationships that leadership and climate had with subordinate acquisition acceptance, performance, and job satisfaction in an uncertain environment.
Abstract: This field study of employees involved in a major acquisition integration addressed the relationships that leadership and climate had with subordinate acquisition acceptance, performance, and job satisfaction in an uncertain environment. Transformational leadership was positively related to acquisition acceptance, supervisor-rated performance, and job satisfaction (p < .01). Transformational leaders also impacted subordinate outcomes through the perceived climate they created for goal clarity and support for creative thinking. Both goal clarity and support for creative thinking partially mediated the relationship between transformational leadership and job satisfaction (p < .01; N = 447). Goal clarity did not mediate the relationship between transformational leadership and performance, but was positively related to performance (p < .05; N = 344). Support for creative thinking fully mediated the relationship between transformational leadership and acquisition acceptance (p < .01; N = 432). Implications for future research and for managers engaged in acquisition integrations are discussed.

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction, and found that both leadership and organizational culture can positively and significantly affect the operations of learning organizations.
Abstract: Purpose – The main purpose of this paper is to investigate the relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction.Design/methodology/approach – A quantitative research design was employed. A total of 1,000 questionnaires were mailed out and received 134 valid replies.Findings – The research results indicate that the various operation extents of learning organization have significant difference under the dimensions of leadership, organizational culture and the operation of learning organization. Both leadership and organizational culture can positively and significantly affect the operation of learning organization. In addition, the operation of learning organizations has a significantly positive effect on employees' job satisfaction.Research limitations/implications – Although this research is adopted with questionnaire investigation and concise questions to the best of one's ability it is still not known whether the respondents ca...

Journal ArticleDOI
TL;DR: In this paper, the mediating processes by which transformational leadership influences follower performance and innovation are investigated. But, they do not expect these mediating effects to hold for the relationship between transactional leadership and follower performance, respectively.
Abstract: This study sheds light on the mediating processes by which transformational leadership influences follower performance and innovation, respectively. We hypothesize that transformational leaders boost follower performance by stimulating organizational citizenship behavior, whereas they enhance follower innovation by triggering controversial discussion of task related issues (debate). On the contrary, we do not expect these mediating effects to hold for the relationship between transactional leadership and follower performance and innovation, respectively. Our hypotheses were confirmed in an empirical study of N = 91 leaders from 91 German companies. Conclusions for leadership research are drawn. Key words: debate, innovation, organizational citizenship behavior, transactional leadership, transformational leadership

Posted Content
TL;DR: In this article, the authors investigated the impact of transformational leadership on organizational innovation, and to determine whether internal and external support for innovation as contextual conditions influence this effect, and they found that the relationship between transformational leaders and organizational innovation was stronger when external support was at high levels than when there was no external support.
Abstract: Leadership has been suggested to be an important factor affecting innovation. A number of studies have shown that transformational leadership positively influences organizational innovation. However, there is a lack of studies examining the contextual conditions under which this effect occurs or is augmented. Therefore, this study aimed to investigate the impact of transformational leadership on organizational innovation, and to determine whether internal and external support for innovation as contextual conditions influence this effect. Organizational innovation was conceptualized as the tendency of the organization to develop new or improved products or services and its success in bringing those products or services to the market. Transformational leadership was hypothesized to have a positive influence on organizational innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which refers to an innovation supporting climate and adequate resources allocated to innovation. Support received from external organizations for the purposes of knowledge and resource acquisition was also proposed to moderate the relationship between transformational leadership and organizational innovation. In order to test these hypotheses data were collected from 163 RD whereas, managers' questionnaires included questions about product innovations of their companies, and the degree of support they received from external institutions. Organizational innovation was measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. Hierarchical regression analysis was used to test the hypothesized effects. The results of the analysis provided support for the positive influence of transformational leadership on organizational innovation. This finding is significant because this positive effect was identified in micro- and smallsized companies while previous research focused mainly on large companies. In addition, external support for innovation was found to significantly moderate this effect. Specifically, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. This study is the first to investigate and empirically show the importance of this contextual condition for organizational innovation. The moderating effect of internal support for innovation, however, was not significant. This study shows that transformational leadership is an important determinant of organizational innovation and encourages managers to engage in transformational leadership behaviors in order to promote organizational innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of management training and development in developed countries, should also be incorporated into such programs in developing countries. Moreover, this study highlights the importance of external support in the organizational innovation process. The results suggest that technical and financial support received from outside the organization can be a more important contextual influence in boosting up innovation than an innovation-supporting internal climate. Therefore, managers, particularly of micro- and small-sized companies, should play external roles such as boundary spanning and should build relationships with external institutions that provide technical and financial support. The findings of this study are especially important for managers of companies that plan to or currently operate in countries with developing economies.

Journal ArticleDOI
TL;DR: The authors investigated the effects of transformational and transactional leadership styles and communication media on team interaction styles and outcomes, and found that the mean constructive interaction score was higher in FTF than videoconference and chat teams.

Journal ArticleDOI
TL;DR: In this paper, the mediating effects of empowerment and trust in the leader on the relationship between transformational leadership and two outcomes (i.e., the in role performance of followers as rated by the leader and satisfaction with the leader) were examined.
Abstract: Purpose – The purpose of this paper is to provide an examination of the mediating effects of empowerment and trust in the leader on the relationship between transformational leadership and two outcomes (ie the in‐role performance of followers as rated by the leader and satisfaction with the leader)Design/methodology/approach – In total, 150 customer service operators in an Australian call‐centre were invited to participate in a leadership questionnaire and informed that their performance would be rated by their immediate supervisors (ie their line manager) as part of the study A sample of 109 responses were used in the analysisFindings – Partial least squares analysis revealed that the effects of transformational leadership on the in‐role performance of followers were mediated by empowerment and trust in the leader, whereas the effects of transformational leadership on satisfaction were partially mediated by trust in the leaderResearch limitations/implications – The implications of the findings fo

Journal ArticleDOI
TL;DR: In this article, the convergence, divergent, and criterion validity of two instruments, the Multifactor Leadership Questionnaire (MLQ-5X) and the Conger and Kanungo Scales (CKS), was explored.
Abstract: This study aimed at empirically clarifying the similarities and differences between transformational, transactional, and charismatic leadership. More specifically, the convergent, divergent, and criterion validity of two instruments, the Multifactor Leadership Questionnaire (MLQ-5X) and the Conger and Kanungo Scales (CKS), was explored. It was found that transformational and charismatic leadership showed a high convergent validity. Moreover, these leadership styles were divergent from transactional leadership. With regard to criterion validity, subjective (e.g. satisfaction) as well as objective (profit) performance indicators were assessed. Firstly, results indicated that transformational as well as charismatic leadership augmented the impact of transactional leadership on subjective performance. In addition, transformational and charismatic leadership both contribute unique variance to subjective performance, over and above the respective other leadership style. Secondly, transformational leadership had an impact on profit, over and above transactional leadership. This augmentation effect could not be confirmed for charismatic leadership. Furthermore, transformational leadership augmented the impact of both transactional and charismatic leadership on profit. Implications for leadership theory and practice are discussed.

Journal ArticleDOI
TL;DR: In the shadow of corporate scandals such as Enron and Worldcom, an increase in attention has been directed towards an approach termed ''servant leadership''. But to date, servant leadership has been disc...
Abstract: In the shadow of corporate scandals such as Enron and Worldcom, an increase in attention has been directed towards an approach termed `servant leadership'. To date, servant leadership has been disc...

Journal ArticleDOI
TL;DR: This article investigated the effect of transformational leadership on the relationship between family-friendly programs (childcare and work flexibility benefits), organizational commitment, and work withdrawal, using data from China, Kenya, and Thailand.
Abstract: Using data from China, Kenya, and Thailand, we investigated the moderating effect of transformational leadership in the relationships between family-friendly programs (childcare and work flexibility benefits), organizational commitment, and work withdrawal. Results supported the moderating effect of transformational leadership in the relationships between work flexibility benefits and both organizational commitment and work withdrawal, and between childcare benefits and work withdrawal. Theoretical contributions as well as practical implications are discussed.

Journal Article
TL;DR: In every good school, there are teachers whose vision extends beyond their own classrooms to their teaching teams, schools, and districts as discussed by the authors, and these professionals find a variety of ways to exercise teacher leadership.
Abstract: Charlotte Danielson Teachers can find a wealth of opportunities to extend their influence beyond their own classrooms to their teaching teams, schools, and districts. In every good school, there are teachers whose vision extends beyond their own classrooms—even beyond their own teams or departments. Such teachers recognize that students' school experiences depend not only on interaction with individual teachers, but also on the complex systems in place throughout the school and district. This awareness prompts these teachers to want to influence change. They experience professional restlessness—what some have called the “leadership itch.” Sometimes on their own initiative and sometimes within a more formal structure, these professionals find a variety of ways to exercise teacher leadership.

Journal ArticleDOI
TL;DR: In this paper, the authors develop and test an integrated model of the source-positional advantage-firm performance chain, and discuss some implications for competitive strategy theory using a resource- (competency-) based perspective, along with managerial implications.

Posted Content
TL;DR: In this article, the authors examined the motivational effects of charismatic leadership and found that the behaviors of a charismatic leader and the enhanced followers' needs promote clearer role perceptions, improved task performance, greater job satisfaction, stronger collective identity and group cohesiveness, more organization citizenship behaviors, and stronger self-leadership among the followers.
Abstract: The motivational effects of charismatic leadership are examined in greater detail. Charismatic leadership is assumed to have three core components: envisioning, empathy, and empowerment. A charismatic leader's envisioning behavior influences followers' need for achievement, and the leader's empathic behavior stimulates followers' need for affiliation. Followers' need for power is enhanced by a charismatic leader's empowerment practices. It is further suggested that the behaviors of a charismatic leader and the enhanced followers' needs promote clearer role perceptions, improved task performance, greater job satisfaction, stronger collective identity and group cohesiveness, more organization citizenship behaviors, and stronger self-leadership among the followers. The contextual factors which may influence the motivational effects of charismatic leadership are also discussed.

Journal ArticleDOI
TL;DR: In this paper, a causal model of the influence of educational leadership on intervening and outcome variables is presented. But the results show no direct or indirect effects of educational leaders on student commitment; instead, a reciprocal relationship was found between student commitment and strategic leadership.
Abstract: This study aims to contribute to a better understanding of the antecedents and effects of educational leadership, and of the influence of the principal's leadership on intervening and outcome variables. A path analysis was conducted to test and validate a causal model. The results show no direct or indirect effects of educational leadership on student commitment; instead a reciprocal relationship was found between student commitment and strategic leadership. A range of antecedent variables appears to have more effects on the school culture than educational leadership has. Finally, the principal's vision has a substantial impact on his or her educational leadership behaviours. The findings suggest the importance of cognitive processes in order to understand the complex chain of variables through which principals have an impact on school effectiveness and school improvement. The results also underline the importance of conceptualizing leadership from a contingency approach.

Journal ArticleDOI
TL;DR: In this article, the authors examine subordinates' level of burnout in relation to how they perceive the leadership style of their direct superior and find that perceived negative leadership behaviours is more important for burnout than perception of positive leadership styles.
Abstract: The aim of the study was to examine subordinates' level of burnout in relation to how they perceive the leadership style of their direct superior. Subordinates (n = 289) in an Information Technology firm completed Maslach Burnout Inventory – General Survey, and rated their superior on the Multifactor Leadership Questionnaire. High subordinate burnout was defined as high exhaustion, high cynicism, and low professional efficacy. A structural equation model revealed that transformational leadership was significantly related to cynicism and professional efficacy, while passive-avoidance was significantly related to exhaustion and cynicism. Transactional leadership was not linked to burnout. Neuroticism in subordinates was directly related to all burnout components. The link between passive-avoidant leadership and burnout's key component exhaustion indicates perception of negative leadership behaviours is more important for burnout than perception of positive leadership styles.

Journal ArticleDOI
TL;DR: In this paper, the authors review the empirical literature in leadership and fairness to define the field of leader and fairness, assess the state of the art, and identify a research agenda for future efforts in the field.
Abstract: Research in leadership effectiveness has paid less attention to the role of leader fairness than probably it should have. More recently, this has started to change. To capture this development, we review the empirical literature in leadership and fairness to define the field of leadership and fairness, to assess the state of the art, and to identify a research agenda for future efforts in the field. The review shows that leader distributive, procedural, and especially interactional fairness are positively associated with criteria of leadership effectiveness. More scarce and scattered evidence also suggests that fairness considerations help explain the effectiveness of other aspects of leadership, and that leader fairness and other aspects of leadership, or the leadership context, may interact in predicting leadership effectiveness. We conclude that future research should especially focus on interaction effects of leader fairness and other aspects of leadership, and on the processes mediating these effects.

Journal ArticleDOI
TL;DR: The authors examines the role of leadership in mobilizing collective resistance in the workplace and makes the argument that theories of leadership can be useful to the study of resistance by providing a grounded approach to theorizing agency.
Abstract: This article examines the role of leadership in mobilizing collective resistance in the workplace. Given the scarcity of dialogue between critical scholars and leadership studies, relatively little consideration is given to the role of leadership in resisting and potentially transforming structures of domination. The article describes some of the reasons why these areas of research have produced so little mutual work. We then make the argument that theories of leadership can be useful to the study of resistance by providing a grounded approach to theorizing agency, highlighting the role of mobilization and influence in change, and emphasizing participant attributions. In doing so, leadership studies gain important insights about the influence of deep structure power issues on perceptions of leaders, as well as material and symbolic limits on mobilization. The article adopts a dialectical perspective as a way of understanding issues of resistance leadership, and then discusses how existing literatures, rea...