Showing papers on "Transformational leadership published in 2011"
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TL;DR: Women managers are succeeding not by adopting the traditional command-and-control leadership style but by drawing on what is unique to their experience as women, according to a study the author conducted for the International Women's Forum.
Abstract: While Mary Hartman helped us see the importance of continually rethinking our response to the issues that women face, Judy Rosener frames the problems and opportunities that women encounter in organizations in a very specific way. Her response is one that emphasizes the unique contributions that women leaders make within organizations. In her now classic article on women leaders we find a demonstration that a transformative collaborative model of leading is both more typical of women leaders and actually very effective, particularly in large organizations. As the book progresses, we shall see that the strategy of emphasizing women leaders’ “unique” leadership style also has its dangers, as it tends to strengthen gender stereotypes. We however include this perspective here because we want to trace the various possible responses to the changing situation of women within organizations, and consider its costs and benefits before offering new perspectives. Rosener’s article does offer us some crucial insights into alternative leadership models that may be more appropriate responses to contemporary organizational dynamics. Although Rosener barely touches on it, a transformational leader is more comfortable in a complex environment of a large multinational corporation, and that style of leadership, in turn, is more conducive to leadership success in global companies.
1,534 citations
TL;DR: In this article, an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is proposed, and the results indicate that leader behaviors tend to explain more variance in leadership effectiveness than leader traits.
Abstract: The leadership literature suffers from a lack of theoretical integration (Avolio, 2007, American Psychologist, 62, 25–33). This article addresses that lack of integration by developing an integrative trait-behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational-transactional, initiating structure-consideration) across 4 leadership effectiveness criteria (leader effectiveness, group performance, follower job satisfaction, satisfaction with leader). Combined, leader traits and behaviors explain a minimum of 31% of the variance in leadership effectiveness criteria. Leader behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is warranted.
1,113 citations
TL;DR: In this paper, a meta-analytic study showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings.
Abstract: Although transformational leadership has been studied extensively, the magnitude of the relationship between transformational leadership and follower performance across criterion types and levels of analysis remains unclear. Based on 117 independent samples over 113 primary studies, the current meta-analytic study showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings. In addition, transformational leadership was positively related to performance at the team and organization levels. Moreover, both meta-analytic regression and relative importance analyses consistently showed that transformational leadership had an augmentation effect over transactional leadership (contingent reward) in predicting individual-level contextual performance and team-level performance. Contrary to our expectation, however, no augmentation effect of t...
985 citations
TL;DR: A model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance is developed.
Abstract: We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories.
700 citations
592 citations
TL;DR: In this paper, a diary study investigated whether and how supervisors' leadership style influences followers' daily work engagement and found that a transformational leadership style enhances employees' work engagement through mediation of self-efficacy and optimism, on a day-to-day basis.
Abstract: This diary study investigated whether and howsupervisors' leadership style influences followers' daily work engagement. On the basis of leadership theories and the job demands–resources
model, we predicted that a transformational leadership style enhances employees' work engagement through the mediation of self-efficacy and optimism, on a day-to-day basis. Fortytwo
employees first filled in a general questionnaire, and then a diary survey over five consecutive workdays. The results of multilevel analyses offered partial support for our hypotheses. Daily
transformational leadership related positively to employees' daily engagement, and day-levels of optimism fully mediated this relationship. However, daily self-efficacy did not act as a mediator. These findings expand theory and previous research by illuminating the role of transformational leaders in fostering employee work engagement.
565 citations
TL;DR: In this paper, the authors examined at the group level of analysis the role that collective psychological capital and trust may play in the relationship between authentic leadership and work groups' desired outcomes, and found that there was a significant relationship between both their collective psychological and trust with their grouplevel performance and citizenship behavior, even when controlling for transformational leadership.
Abstract: Summary Although there have been recent theoretical advances in what is increasingly being recognized as authentic leadership, research testing possible mediating processes and the impact on grouplevel outcomes has not received attention. To help address this need, this study examined at the group level of analysis the role that collective psychological capital and trust may play in the relationship between authentic leadership and work groups’ desired outcomes. Utilizing 146 intact groups from a large financial institution, the results indicated a significant relationship between both their collective psychological capital and trust with their grouplevel performance and citizenship behavior. These two variables were also found to mediate the relationship between authentic leadership and the desired group outcomes, even when controlling for transformational leadership. Implications for future research and practice conclude the paper. Copyright # 2009 John Wiley & Sons, Ltd.
438 citations
TL;DR: Nurses' supervisors with a transformational leadership style enhance different 'extra-role' performance in nurses and this increases hospital efficacy by establishing a sense of self-efficacy but also by amplifying their levels of engagement in the workplace.
Abstract: salanova m., lorente l., chambel m.j. & martinez i.m. (2011) Linking transformational leadership to nurses’ extra-role performance: the mediating role of self-efficacy and work engagement. Journal of Advanced Nursing 67(9), 2256–2266.
Abstract
Aims. This paper is a report of a social cognitive theory-guided study about the link between supervisors’ transformational leadership and staff nurses’ extra-role performance as mediated by nurse self-efficacy and work engagement.
Background. Past research has acknowledged the positive influence that transformational leaders have on employee (extra-role) performance. However, less is known about the psychological mechanisms that may explain the links between transformational leaders and extra-role performance, which encompasses behaviours that are not considered formal job requirements, but which facilitate the smooth functioning of the organization as a social system.
Methods. Seventeen supervisors evaluated nurses’ extra-role performance, the data generating a sample consisting of 280 dyads. The nurses worked in different health services in a large Portuguese hospital and the participation rate was 76·9% for nurses and 100% for supervisors. Data were collected during 2009. A theory-driven model of the relationships between transformation leadership, self-efficacy, work engagement and nurses’ extra-role performance was tested using Structural Equation Modelling.
Results. Data analysis revealed a full mediation model in which transformational leadership explained extra-role performance through self-efficacy and work engagement. A direct relationship between transformational leadership and work engagement was also found.
Conclusion. Nurses’ supervisors with a transformational leadership style enhance different ‘extra-role’ performance in nurses and this increases hospital efficacy. They do so by establishing a sense of self-efficacy but also by amplifying their levels of engagement in the workplace.
411 citations
TL;DR: This paper found that building schoolwide capacity for teacher learning will improve teaching practices, however, there is little systematic evidence to support this claim, and this study aimed to find the evidence for this claim.
Abstract: Purpose: Although it is expected that building schoolwide capacity for teacher learning will improve teaching practices, there is little systematic evidence to support this claim. This study aimed ...
404 citations
TL;DR: In this article, the Authentic Leadership Inventory (ALI) is proposed as a measure of authentic and transformational leadership, and the authenticity of the ALI has been validated.
Abstract: This paper presents the development and preliminary validation of a new measure of authentic leadership, the Authentic Leadership Inventory (ALI). It also assesses the recently developed Authentic Leadership Questionnaire (ALQ). Results indicate some concerns with the ALQ but support the content validity, reliability, factor structure, convergent and discriminant validity, concurrent validity, and freedom from impression management response bias of the ALI. Confirmatory factor analyses also do not support treating authentic or transformational leadership as universally global constructs. Instead, it is argued that future research would better be served by using separate authentic and transformational dimensions (rather than aggregate or global measures) to understand the unique aspects of both leadership constructs.
337 citations
TL;DR: In this article, the authors investigated the relationship between educational leadership and teacher's motivation, and concluded that transformational leadership would predict autonomous motivation among teachers, whereas transactional leadership was predicted to predict controlled motivation.
Abstract: Purpose – The purpose of this paper is to investigate the relationship between educational leadership and teacher's motivation. The research described here was anchored in the convergence of two fundamental theories of leadership and motivation: the full range model of leadership and self‐determination theory. The central hypotheses were that transformational leadership would predict autonomous motivation among teachers, whereas transactional leadership would predict controlled motivation. The authors further predicted that autonomous motivation would mediate the relations between transformational leadership and teachers' burnout and that controlled motivation would mediate the relations between transactional leadership and burnout.Design/methodology/approach – Questionnaires assessing the variables of interest were completed by 122 Israeli teachers.Findings – Results, based on structure equation modeling, supported the hypotheses, suggesting that leadership styles among school principals play a significa...
TL;DR: This article examined the extent to which the influence of transformational leadership on work group effectiveness flows through follower perceptions of person-organization or person-supervisor value congruence using multilevel structural equations modeling.
Abstract: Using multilevel structural equations modeling, we examine the extent to which the influence of transformational leadership on work group effectiveness flows through follower perceptions of person-organization or person-supervisor value congruence. Results indicate that the group-level effect of transformational leadership on work group effectiveness was fully accounted for by the group-level impact of transformational leadership on follower perceptions of person-organization value congruence, not by its impact on follower perceptions of person-supervisor value congruence. These results are discussed in the context of leadership as a “sense-making” process and the practical barriers faced by transformational leaders in modern organizations.
TL;DR: The authors examined whether gender stereotypes about the transformational, transactional, and laissez-faire leadership styles constitute an advantage or an impediment for women's access to leadership positions in organizations.
Abstract: Two experimental studies examined whether gender stereotypes about the transformational, transactional, and laissez-faire leadership styles constitute an advantage or an impediment for women's access to leadership positions in organizations. The first study investigated the accuracy of descriptive gender stereotypes about leadership styles, showing that participants accurately believe that women display more transformational and contingent reward behaviors, and fewer management-by-exception and laissez-faire behaviors than men. The second study investigated prescriptive stereotypes about the importance of leadership styles for the promotion of women and men to different levels in organizations. Inspirational motivation was perceived as more important for men than women and especially important for promotion to CEO. In contrast, individualized consideration was perceived as more important for women than men and especially important for promotion to senior management. Consistent with these stereotypical beliefs about leadership, women interested in promotion may be well advised to blend individualized consideration and inspirational motivation behaviors.
01 Jan 2011
TL;DR: In this paper, two types of leadership styles, namely, transactional and transformational, were found to have direct relationship with employees' job satisfaction, which implies that transformational leadership is suitable for managing government organizations.
Abstract: Leadership is a process influence between leaders and subordinates where a leader attempts to influence the behaviour of
subordinates to achieve the organizational goals. Organizational success in achieving its goals and objectives depends on the
leaders of the organization and their leadership styles. By adopting the appropriate leadership styles, leaders can affect employee
job satisfaction, commitment and productivity. Two hundred Malaysian executives working in public sectors voluntarily
participated in this study. Two types of leadership styles, namely, transactional and transformational were found to have direct
relationships with employees’ job satisfaction. The results showed that transformational leadership style has a stronger relationship
with job satisfaction. This implies that transformational leadership is deemed suitable for managing government organizations.
Implications of the findings were discussed further.
TL;DR: In this paper, the authors found that leader deontological ethical values (altruism, universal rights, Kantian principles, etc.) were strongly associated with follower ratings of transformational leadership, while leader teleological ethical value (utilitarianism) were related to follower rating of transactional leadership.
Abstract: Several leadership and ethics scholars suggest that the transformational leadership process is predicated on a divergent set of ethical values compared to transactional leadership. Theoretical accounts declare that deontological ethics should be associated with transformational leadership while transactional leadership is likely related to teleological ethics. However, very little empirical research supports these claims. Furthermore, despite calls for increasing attention as to how leaders influence their followers’ perceptions of the importance of ethics and corporate social responsibility (CSR) for organizational effectiveness, no empirical study to date has assessed the comparative impact of transformational and transactional leadership styles on follower CSR attitudes. Data from 122 organizational leaders and 458 of their followers indicated that leader deontological ethical values (altruism, universal rights, Kantian principles, etc.) were strongly associated with follower ratings of transformational leadership, while leader teleological ethical values (utilitarianism) were related to follower ratings of transactional leadership. As predicted, only transformational leadership was associated with follower beliefs in the stakeholder view of CSR. Implications for the study and practice of ethical leadership, future research directions, and management education are discussed.
TL;DR: In this paper, the authors examined how employee perceptions of relational identification with the supervisor and self-efficacy mediate the relationship between transformational leadership and supervisor-rated performance, which was then positively related to employee performance.
Abstract: We examined how employee perceptions of relational identification with the supervisor and self-efficacy mediate the relationship between transformational leadership and supervisor-rated performance. Performance is used here to refer to the individual's ability to be creative, innovative, inspiring, and take on challenging tasks to achieve organizational goals for the greater good. Using a sample of 426 employees and their 75 immediate supervisors from a large automobile dealership, hierarchical linear modelling results revealed that relational identification with the supervisor mediated the relationship between transformational leadership and self-efficacy, which was then positively related to employee performance. Implications for future research, theory, and practice are discussed.
01 Jan 2011
TL;DR: In this paper, the authors investigated the relationship between transformational leadership and job satisfaction and organizational commitment of employees working in banking sector of Lahore (Pakistan) using a 5 point Likert scale questionnaire.
Abstract: The study was conducted with a purpose to investigate the relationship between transformational leadership and job satisfaction and organizational commitment of employees working in banking sector of Lahore (Pakistan). A 5 point Likert scale questionnaire, consisting of 35 items, divided into four parts was designed. Three banks were selected on simple random sampling basis. A total 200 questionnaires were circulated, out of which 133 questionnaires returned back were showing 66.5% response rate. The findings of the study concluded that transformational leadership positively effects job satisfaction and organizational commitment of employees.
TL;DR: The social identity theory of leader prototypicality, the extent to which a leader is perceived to embody group identity, has been studied in the context of a shared group membership, and leadership effectiveness is contingent on followers' perceptions of the leader as a group member as mentioned in this paper.
Abstract: Leadership is a process enacted in the context of a shared group membership, and leadership effectiveness is contingent on followers' perceptions of the leader as a group member. Addressing this role of group membership, the social identity theory of leadership puts leader group prototypicality, the extent to which the leader is perceived to embody group identity, center-stage in leadership effectiveness. I review empirical research in leader group prototypicality, concluding there is a robust empirical basis for the key propositions of the social identity theory of leadership. I also identify newer developments that extend and enrich the social identity analysis of leadership, including attention to the roles of uncertainty, leader fairness, leader–follower relationship, leader self-perceived prototypicality, and leadership of creativity and innovation.
TL;DR: The authors derive two fundamental principles for codifying the last century of leadership theory and research: the locus and mechanism of leadership, and demonstrate the potential of using these principles for examining and expanding current and future leadership theory including work on shared and strategic leadership.
Abstract: Through a qualitative review of the leadership literature, we derive two fundamental principles for codifying the last century of leadership theory and research: the locus and mechanism of leadership. Our systematic review and categorization of past theories suggests that further development of the follower, collective and context loci, and the affect mechanism is needed. Building on these insights, we propose that by simultaneously considering all five loci and four mechanisms in their theories, leadership scholars can advance a more comprehensive and integrative understanding of the leadership phenomenon. We then demonstrate the potential of using the locus and mechanism framework for examining and expanding current and future leadership theory including work on shared and strategic leadership.
TL;DR: Conscientiousness and agreeableness were most consistently related to ethical leadership, and openness to experience and extraversion were unrelated to ethical leader behaviors, in two multisource studies investigated the relationships between personality traits and ethical leader behavior.
Abstract: Most research on ethical leadership to date investigates the consequences of ethical leadership rather than its antecedents. Here, we aim to contribute to this field by studying leader personality as a potential antecedent of ethical leader behavior. In two multisource studies, we investigated the relationships between personality traits and ethical leader behavior. Leader personality was measured through self-ratings using the five-factor personality framework. Two subordinates rated their leaders’ ethical behavior. Study 1 used a uni-dimensional Ethical Leadership Scale (ELS). In study 2 we used this scale as well as an instrument distinguishing three different ethical leader behaviors, namely, fairness, role clarification, and power sharing. Further, in study 2 we controlled for the influence of the relationship between leader and followers (LMX). As expected, conscientiousness and agreeableness were most consistently related to ethical leadership. In study 1, after controlling for the other personality traits, conscientiousness related positively with ethical leadership. In study 2, after controlling for other traits and LMX, conscientiousness related positively with ethical leadership and the behavior role clarification, and agreeableness with power sharing and fairness. Also, emotional stability related positively with ethical leadership and role clarification after controlling for LMX. As expected, openness to experience and extraversion were unrelated to ethical leader behaviors.
TL;DR: In this paper, the authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior, and found that these relationships are moderated by followers' self-esteem.
Abstract: The authors examined the effects of ethical leadership on follower organizational citizenship behavior (OCB) and deviant behavior. Drawing upon research related to the behavioral plasticity hypothesis, the authors examined a moderating role of follower self- esteem in these relationships. Results from a field study revealed that ethical leadership is positively related to follower OCB and negatively related to deviance. We found that these relationships are moderated by followers’ self-esteem, such that the relationships between ethical leadership and OCB as well as between ethical leadership and deviant behavior are weaker when followers’ self-esteem is high than low. Implications of these findings for research and practice are discussed.
TL;DR: This article explored the roles of two different leadership styles (transformational and authoritarian) that Chinese leaders play in group creativity through influencing internal group processes, i.e., collective efficacy and knowledge sharing among group members.
Abstract: In seeking to understand the factors contributing to work group creativity in Chinese organizations, we explored the roles of two different leadership styles (transformational and authoritarian) that Chinese leaders play in group creativity through influencing internal group processes, i.e., collective efficacy and knowledge sharing among group members. We tested our hypotheses with a sample of 163 work groups involving 973 employees in twelve Chinese companies. We found transformational leadership to relate positively but authoritarian leadership to relate negatively to group creativity, mediated by both collective efficacy and knowledge sharing among members within the group. We discuss the implications of these findings for research on group leadership, group creativity and cross-cultural management.
TL;DR: In this article, the authors systematically summarize various ways the field of leadership has (and has not) sought to answer questions about whether, when, and how leadership affects outcomes, and explore the implications of criterion selection issues for further advancement of leadership theory and offer concrete recommendations for future leadership research.
TL;DR: The authors examined the role of leaders' personal attributes and transformational leadership behaviors in explaining employees' intentions to resist a large-scale organizational change and found that teachers' intention to resist the organizational change were negatively related to their principals' openness to change values, and positively associated with their dispositional resistance to change.
Abstract: We examined the role of leaders’ personal attributes and transformational leadership behaviors in explaining employees’ intentions to resist a large-scale organizational change. Through a multilevel analysis of data from 75 school principals and 586 teachers, we found that teachers’ intentions to resist the organizational change were negatively related to their principals’ openness to change values and transformational leadership behaviors, and positively related to their principals’ dispositional resistance to change. Furthermore, principals’ transformational leadership behaviors moderated the relationship between teachers’ dispositional resistance and intentions to resist the change.
TL;DR: The findings of the present study support the claim that leadership practices influence staff nurse retention and builds on intent to stay knowledge.
Abstract: cowden t.,cummings g. & profetto-mcgrath j (2011) Journal of Nursing Management19, 461–477
Leadership practices and staff nurses’ intent to stay: a systematic review
Aim The aim of the present study was to describe the findings of a systematic review of the literature that examined the relationship between managers’ leadership practices and staff nurses’ intent to stay in their current position.
Background The nursing shortage demands that managers focus on the retention of staff nurses. Understanding the relationship between leadership practices and nurses’ intent to stay is fundamental to retaining nurses in the workforce.
Methods Published English language articles on leadership practices and staff nurses’ intent to stay were retrieved from computerized databases and a manual search. Data extraction and quality assessments were completed for the final 23 research articles.
Results Relational leadership practices influence staff nurses’ intentions to remain in their current position.
Conclusion This study supports a positive relationship between transformational leadership, supportive work environments and staff nurses’ intentions to remain in their current positions. Incorporating relational leadership theory into management practices will influence nurse retention. Advancing current conceptual models will increase knowledge of intent to stay. Clarifying the distinction between the concepts intent to stay and intent to leave is needed to establish a clear theoretical foundation for further intent to stay research.
Implications for Nurse Managers Nurse managers and leaders who practice relational leadership and ensure quality workplace environments are more likely to retain their staff. The findings of the present study support the claim that leadership practices influence staff nurse retention and builds on intent to stay knowledge.
TL;DR: In this article, the influence of transformational and transactional leadership behaviors on knowledge management practices and the moderating effect of organizational culture on this relationship, in the context of small-to-medium-sized enterprises (SMEs) operating in Australia.
Abstract: Purpose – The purpose of this study is to investigate the relationship between leadership behaviors and knowledge management (KM) practices. More specifically, it aims to examine the influence of transformational and transactional leadership behaviors on KM, and the moderating effect of organizational culture on this relationship, in the context of small‐to‐medium sized enterprises (SMEs) operating in Australia.Design/methodology/approach – A total of four hypotheses were proposed for testing. It also provides is a succinct review of KM basics relevant to the study, the relationship between leadership and KM, and leadership and organizational culture.Findings – The results suggest that both transformational and transactional leadership are positively related to KM practices. They also reveal that charismatic leadership and contingent reward leadership behaviors have greater influence on all the dimensions of KM practices.Research limitations/implications – A key limitation of this study is its cross‐secti...
TL;DR: In this article, the authors examined the moderating role played by leaders' task and relations support in the relationship between transformational leadership and followers' level of creativity, and found that the positive relationship between Transformational Leadership and followers" creativity is stronger when there is a high degree of leaders" task and relation support.
Abstract: Purpose – This study aims to examine the moderating role played by leaders' task and relations support in the relationship between transformational leadership and followers' level of creativity.Design/methodology/approach – A sample of 182 supervisor‐subordinate dyads was randomly collected and returned from a restaurant, hotel, retail store, bank, and travel agent of Hong Kong.Findings – Results indicated that the positive relationship between transformational leadership and followers' creativity is stronger when there is a high degree of leaders' task and relations support.Research lismitations/implications – This study extends the leadership literature to better understand the effects of transformational leadership on employees' level of creativity are contingent on the nature of leaders' support. Sample size is a possible limitation.Practical implications – Intensive training can be provided to supervisors or personality test can be used to screen for selected individuals who are high caliber for bein...
TL;DR: In this article, the authors present a framework that explores the tasks of leadership at various ages before adulthood, the skills required to accomplish these tasks, and the mechanism by which younger leaders develop these skills.
Abstract: Although research has identified techniques for leader development, most of the extant research has focused on development in adulthood, ignoring development at an early age. A recent resurgence in interest in the genetic or other early development factors, such as attachment, points to the benefits of understanding the developmental trajectories (Day, Harrison, & Halpin, 2009) of individuals throughout adulthood. This paper argues for an examination of the earliest “seeds” of leader development. In this paper we present a framework that explores the tasks of leadership at various ages before adulthood, the skills required to accomplish these tasks, and the mechanism by which younger leaders develop these skills. In understanding what skills and what features of leadership identity have long roots, we can begin to understand more fully the developmental needs of adults. Without a more comprehensive look at leadership over the lifespan, leader development practices will not meet their full potential.
TL;DR: In this paper, the authors examined the unique contribution of leader cultural intelligence to leadership performance outcomes beyond the effects of competing leadership competencies and found that leader CQ predicted follower perceptions of leader performance and team performance in contexts where work teams were characterized by significant ethnic and nationality diversity.
Abstract: Despite clear calls from industry to better understand cross-cultural leadership competencies, academic research on leader cultural intelligence (CQ) is remarkably sparse. To date, very few empirical studies have examined the unique contribution of leader CQ to leadership performance outcomes beyond the effects of competing leadership competencies. Data from 99 culturally diverse organizational leaders and 321 of their followers demonstrated that leader CQ predicted follower perceptions of leader performance and team performance in contexts where work teams were characterized by significant ethnic and nationality diversity. Furthermore, leader CQ predicted follower perceptions of leader performance and team performance on culturally diverse work teams beyond the effects of leader emotional intelligence and other leadership competencies. Implications for cultural intelligence theory, future research directions, and management practice are discussed.
TL;DR: The meaning and advantages of responsible leadership as virtuous leadership are discussed in this paper, where the author equates responsible leadership with virtuousness, implying that responsible leadership is based on three assumptions: eudaemonism, inherent value, and amplification.
Abstract: Responsible leadership is rare. It is not that most leaders are irresponsible, but responsibility in leadership is frequently defined so that an important connotation of responsible leadership is ignored. This article equates responsible leadership with virtuousness. Using this connotation implies that responsible leadership is based on three assumptions—eudaemonism, inherent value, and amplification. Secondarily, this connotation produces two important outcomes—a fixed point for coping with change, and benefits for constituencies who may never be affected otherwise. The meaning and advantages of responsible leadership as virtuous leadership are discussed.