Showing papers on "Transformational leadership published in 2014"
1,471 citations
TL;DR: This study meta-analytically cumulated 42 independent samples of shared leadership and examined its relationship to team effectiveness, revealing an overall positive relationship and providing directions for future research to move forward in the study of plural forms of leadership.
Abstract: A growing number of studies have examined the "sharedness" of leadership processes in teams (i.e., shared leadership, collective leadership, and distributed leadership). We meta-analytically cumulated 42 independent samples of shared leadership and examined its relationship to team effectiveness. Our findings reveal an overall positive relationship (ρ = .34). But perhaps more important, what is actually shared among members appears to matter with regard to team effectiveness. That is, shared traditional forms of leadership (e.g., initiating structure and consideration) show a lower relationship (ρ = .18) than either shared new-genre leadership (e.g., charismatic and transformational leadership; ρ = .34) or cumulative, overall shared leadership (ρ = .35). In addition, shared leadership tends to be more strongly related to team attitudinal outcomes and behavioral processes and emergent team states, compared with team performance. Moreover, the effects of shared leadership are stronger when the work of team members is more complex. Our findings further suggest that the referent used in measuring shared leadership does not influence its relationship with team effectiveness and that compared with vertical leadership, shared leadership shows unique effects in relation to team performance. In total, our study not only cumulates extant research on shared leadership but also provides directions for future research to move forward in the study of plural forms of leadership.
475 citations
TL;DR: In this article, the daily influence of transformational leadership, contingent reward, and active management-by-exception (MBE active) on followers' daily work engagement was examined.
Abstract: This diary study adds to the leadership literature by examining the daily influence of transformational leadership, contingent reward, and active management-by-exception (MBE active) on followers' daily work engagement. We compare the unique contribution of these leadership behaviours and focus on the work environment to examine how these leadership behaviours influence followers' daily work engagement. While travelling by sail ship, 61 naval cadets filled out a diary questionnaire for 34 days. Multilevel regression analyses revealed that, after controlling for followers' work engagement the previous day, cadets were more engaged on days that their leader showed more transformational leadership and provided contingent reward. MBE active was unrelated to followers' work engagement. As predicted, transformational leadership and contingent reward contributed to a more favourable work environment (more autonomy and support), while MBE active resulted in a less favourable work environment (less autonomy) for the cadets. This study highlights the importance of daily leadership for followers' daily work engagement.
466 citations
TL;DR: In this article, the authors investigated the effect of servant leadership and transformational leadership on organizational commitment and work engagement and concluded that both of them were related to organizational commitment, but the manner in which they exerted their influence differed.
Abstract: This paper aimed to provide insights into the different mediating mechanisms through which servant leadership (SL) and transformational leadership (TFL) affect followers. We also investigated environmental uncertainty as a moderator of the effects of servant leadership and transformational leadership. Based on the results of two experimental studies and one field study, we concluded that both SL and TFL were related to organizational commitment and work engagement; however, the manner in which they exerted their influence differed. SL worked primarily through follower need satisfaction, whereas TFL worked mainly through perceived leadership effectiveness. The moderating influence of uncertainty was inconsistent across the studies.
390 citations
TL;DR: In this article, the authors explored the relationships among transformational leadership, creative role identity, creative self-efficacy, job complexity, and creativity in a hotel setting. But they focused on the relationship between creative role identities and creative selfefficacy.
369 citations
TL;DR: The authors investigated the moderating role followers' positive psychological capital (PsyCap) and the mediating role that leader-member exchange (LMX) may play in influencing the relationship between authentic leadership and followers' performance.
Abstract: Summary Authentic leadership has received considerable attention and research support over the past decade. Now the time has come to refine and better understand how it impacts performance. This study investigates the moderating role followers’ positive psychological capital (PsyCap) and the mediating role that leader– member exchange (LMX) may play in influencing the relationship between authentic leadership and followers’ performance. Specifically, we tested this mediated moderation model with matched data from 794 followers and their immediate leaders. We found that authentic leadership is positively related to LMX and consequently followers’ performance, and to a larger degree, among followers who have low rather than high levels of PsyCap. Our discussion highlights the benefits of understanding the roles of relational processes and followers’ positive psychological resources involved in the effectiveness of authentic leadership and how they can be practically implemented. Copyright © 2012 John Wiley & Sons, Ltd.
321 citations
TL;DR: In this paper, the authors examined the construct validity of instrumental leadership and found evidence for a four-factor IL model that was highly prototypical of good leadership, which predicted top-level leader emergence controlling for the full-range factors, initiating structure and consideration.
Abstract: Leaders must scan the internal and external environment, chart strategic and task objectives, and provide performance feedback. These instrumental leadership (IL) functions go beyond the motivational and quid-pro quo leader behaviors that comprise the full-range—transformational, transactional, and laissez faire—leadership model. In four studies we examined the construct validity of IL. We found evidence for a four-factor IL model that was highly prototypical of good leadership. IL predicted top-level leader emergence controlling for the full-range factors, initiating structure, and consideration. It also explained a unique variance in outcomes beyond the full-range factors; the effects of transformational leadership were vastly overstated when IL was omitted from the model. We discuss the importance of a “fuller full-range” leadership theory for theory and practice. We also showcase our methodological contributions regarding corrections for common method variance (i.e., endogeneity) bias using two-stage least squares (2SLS) regression and Monte Carlo split-sample designs.
300 citations
TL;DR: In this article, a theoretical model of multilevel moderated mediation in which organizational justice serves as an intervening mechanism that explains associations among two dimensions of work stressors (challenges and hindrances) and five dimensions of job performance (task performance, helping, voice, counterproductive behavior, and creativity) over and above the intervening role of strain.
Abstract: We develop and test a theoretical model of multilevel moderated mediation in which organizational justice serves as an intervening mechanism that explains associations among two dimensions of work stressors (challenges and hindrances) and five dimensions of job performance (task performance, helping, voice, counterproductive behavior, and creativity) over and above the intervening role of strain. We also consider how leadership influences the intervening role of justice in the stressor–job performance relationships by virtue of the effect it has on how stressors are interpreted with regard to fairness. Results of a study of 339 employees and their supervisors provide support for this model across dimensions of performance. Somewhat unexpectedly, the moderating effect of leadership is found to be contingent on the type of leadership and the type of stressors. Transactional leaders reduce the negative effect of hindrance stressors on job performance because they weaken the negative link between hindrance stressors and justice perceptions. Alternatively, transformational leaders enhance the positive effect of challenge stressors on job performance because they foster a positive link between challenge stressors and justice perceptions. We discuss how this intriguing pattern of moderated mediation could be explained by using theory and research on regulatory focus
267 citations
TL;DR: This article used a completely randomized true experimental research design to explore the potential of two extra-task job characteristics, that is, beneficiary contact and self-persuasion interventions, to enhance the effects of transformational leadership on public employee performance.
Abstract: Scholars have recently begun to investigate job design as one of the contingencies that moderates 1 the performance effects of transformational leadership in public sector organizations. Drawing on this stream of research, we used a completely randomized true experimental research design to explore the potential of two extra-task job characteristics—that is, beneficiary contact and self-persuasion interventions—to enhance the effects of transformational leadership on public employee performance. The participants in our field experiment were 138 nurses at a public hospital in Italy. Whereas participants who were exposed to transformational leadership manipulation alone marginally outperformed a control group, the performance effects of transformational leadership were much greater among nurses who were also exposed to either beneficiary contact or self-persuasion interventions. Follower perceptions of pro-social impact partially mediated 2 the positive interaction of transformational leadership and each of the two job design features on job performance. Moreover, the performance effects of transformational leadership and the interaction effects of transformational leadership and each of the two job design features were greater among participants who self-reported higher levels of public service motivation. The implications of the experimental findings for public administration research and theory are discussed.
262 citations
TL;DR: The research established that transformational leadership positively influences IWB, which includes idea generation as well as idea implementation, which was stronger among employees with a higher interdependent self-construal and a lower independent self- construal.
Abstract: Purpose – The purpose of this paper is to explore the mediating role of psychological empowerment and the moderating role of self-construal (independent and interdependent) on the relationship between transformational leadership and employees’ innovative work behavior (IWB). Design/methodology/approach – A total of 639 followers and 87 leaders filled out questionnaires from cross-industry sample of five most innovative companies of China. Structural equation modeling was used to analyze the relations. Findings – Results revealed that psychological empowerment mediated the relationship between transformational leadership and IWB. The research established that transformational leadership positively influences IWB which includes idea generation as well as idea implementation. The results also showed that the relationship between transformational leadership and IWB was stronger among employees with a higher interdependent self-construal and a lower independent self-construal. Originality/value – This study ad...
242 citations
TL;DR: In this article, the authors examined a comprehensive model comprising of various relationships between transformational and transactional leadership, knowledge management process, and organizational performance, and found that transformational leadership has strong and positive effects on knowledge management processes and performance after controlling for the effects of transactional leaders.
TL;DR: In this paper, the authors investigated how leadership influences internal public relations by building the linkage between transformational leadership, the use of communication channels, symmetrical communication, and employee satisfaction, and examined the effectiveness of various internal communication channels.
Abstract: The current study investigates how leadership influences internal public relations by building the linkage between transformational leadership, the use of communication channels, symmetrical communication, and employee satisfaction. Furthermore, it examines the effectiveness of various internal communication channels. Through a web survey of 400 employees working in medium-sized and large corporations in the United States, the study showed that transformational leadership positively influences the organization’s symmetrical internal communication and employee relational satisfaction. Transformational leaders most often use information-rich face-to-face channels to communicate with followers. Leaders’ use of face-to-face channels is positively associated with employee satisfaction. Employees mostly prefer emails to receive information from the organization regarding new decisions, policies, events, or changes, followed by general employee meetings and interpersonal communication with managers. Theoretical ...
TL;DR: In this paper, the influence of manager leadership styles on employee intrapreneurial behavior and the mediating role of organizational identification was examined, and the results showed that transformational leadership has a positive impact on employees' behavior, whereas transactional leadership negatively influences it.
Abstract: Managers play a vital role in encouraging and supporting the initiatives of individual employees to explore new opportunities, to develop new products or to improve work procedures for the benefit of the organization. This study examines the influence of manager leadership styles on employee intrapreneurial behavior and the mediating role of organizational identification. Partial Least Squares modeling was used to analyze the data from 186 employees belonging to several Spanish public and private organizations. The results show that transformational leadership has a positive impact on employee intrapreneurial behavior, whereas transactional leadership negatively influences it. Furthermore, these effects are found to be partially mediated by organizational identification.
TL;DR: Wang et al. as mentioned in this paper investigated the processes through which transformational leadership influences product innovation performance at the firm level and determined whether corporate entrepreneurship and technology orientation as intervening factors influence this effect.
TL;DR: In this paper, a two-study investigation examined the relationship between transformational leadership and unethical yet pro-organizational follower behavior (UPB) and found that organizational identification can function as mediating mechanism and employees' personal disposition toward ethical/unethical behavior to moderate the relationship of organizational identification and willingness to engage in UPB.
Abstract: Although the ethical dimension of transformational leadership has frequently been discussed over the last years, there is little empirical research on employees’ ethical behavior as an outcome of transformational leadership. This two-study investigation examined the relationship between transformational leadership and unethical yet pro-organizational follower behavior (UPB). Moreover, mediating and moderating processes were addressed. Our research yielded a positive relationship between transformational leadership and employees’ willingness to engage in UPB. Furthermore, both studies showed employees’ organizational identification to function as a mediating mechanism and employees’ personal disposition toward ethical/unethical behavior to moderate the relationship between organizational identification and willingness to engage in UPB. Altogether, results indicate transformational leadership to entail a certain risk of encouraging followers to contribute to their company’s success in ways that are generally considered to be unethical. Implications regarding the ethical dimension of transformational leadership are discussed.
TL;DR: In this article, the authors examined how organizational leadership influences excellent internal communication by building the linkage between transformational leadership, symmetrical communication, and employee attitudinal and behavioral outcomes, and found that transformational leaders positively influenced the organization's symmetric communication system and employee-organization relationships.
Abstract: This study examines how organizational leadership influences excellent internal communication by building the linkage between transformational leadership, symmetrical communication, and employee attitudinal and behavioral outcomes. The results showed that transformational leadership positively influences the organization's symmetrical communication system and employee–organization relationships. The effects of transformational leadership on employee relational outcomes are partially mediated by symmetrical internal communication. Symmetrical communication demonstrates large positive effect on the quality of employee–organization relationships, which in turn leads to employee advocacy. Effects of symmetrical internal communication on employee advocacy are fully mediated by employee–organization relationships. Significant theoretical and practical implications are discussed.
TL;DR: In this article, the authors investigated the relationship between leaders' depleted resources and their leadership behaviors and found that depletion would be associated with lower levels of transformational leadership and higher levels of abusive supervision, and when taken together, would further exacerbate these effects on leadership behaviors.
Abstract: While much is understood about the outcomes of different leadership styles, less is known about the antecedents of leadership, particularly with regards to how leaders' own psychological well-being impacts leadership behaviors. Using conservation of resources theory as a framework, we investigated the relationship between leaders' depleted resources and their leadership behaviors. Conceptualizing depressive symptoms, anxiety, and workplace alcohol consumption as resource depletion, we predicted that depletion would be associated with lower levels of transformational leadership, and higher levels of abusive supervision, and when taken together, would further exacerbate these effects on leadership behaviors. In a study of 172 leader–subordinate pairs, leaders' depressive symptoms, anxiety, and workplace alcohol consumption separately predicted lower transformational leadership, and higher abusive supervision. Furthermore, partial support was found for an exacerbating effect on transformational leadership and abusive supervision.
TL;DR: In this paper, the authors examine both transactional and transformational leadership styles as serving in the role of moderators in the relationship between organizational justi cation and organizational justification.
Abstract: The primary objective of this research was to examine both transactional and transformational leadership styles as serving in the role of moderators in the relationship between organizational justi...
TL;DR: In this article, the authors provide a model explaining the underlying process through which transformational leadership influences creative behavior and organizational citizenship behaviors. But the model is limited to a sample of 250 front-line employees and their immediate managers working in five banks in the People's Republic of China.
TL;DR: In this article, the authors compared transformational and instructional leadership theories, examine the unique impact that school leaders have on student achievement, and determine which specific leadership practices are associated with increased student achievement.
Abstract: The purpose of this study was to compare transformational and instructional leadership theories, examine the unique impact that school leaders have on student achievement, and determine which specific leadership practices are associated with increased student achievement. The sample for this study consisted of 590 teachers in 37 elementary schools in the Intermountain West of the United States. Teachers rated their principals’ leadership style according to the Multifactor Leadership Questionnaire (Transformational Leadership) and the Principal Instructional Management Rating Scale (Instructional leadership). Student achievement was measured by a criterion referenced test. Hypotheses were tested using regression analysis. Results indicated that instructional leadership explained more of the variance in student achievement than did transformational leadership. Principals’ leadership style tended to have a meaningful impact on student achievement beyond the impact of school context and principal demographics...
TL;DR: In this paper, the authors examined whether top management team personality and leadership are associated with organizational effectiveness beyond the effects of CEO personality, as suggested by upper echelons theory, and found that mean levels of conscientiousness among TMT members were related to lagged indicators of organizational performance.
Abstract: This study examines whether top management team (TMT) personality and leadership are associated with organizational effectiveness beyond the effects of CEO personality and leadership, as suggested by upper echelons theory. Using direct measures of personality and leadership, rather than proxy variables from archival sources or demographic data, we found that mean levels of conscientiousness among TMT members were related to lagged indicators of organizational performance, as were CEO conscientiousness and transformational leadership. Follower commitment to the organization was found to be associated with higher levels of transformational leadership from both the CEO and TMT. The results are consistent with the upper echelons perspective that organizational effectiveness is influenced not only by the CEO but also by a dominant coalition of leaders. Yet, the results also show that the CEO plays a distinct role in influencing organizational financial performance and collective organizational commitment. Theoretical and practical implications of these results are discussed.
TL;DR: In this paper, the purpose of a qualitative grounded theory study was to investigate practicing counselors' professional identity development at nodal points during their career through the use of 6 focus groups of beginning, experienced, and expert counselors.
Abstract: The purpose of this qualitative grounded theory study was to investigate practicing counselors' professional identity development at nodal points during their career. Through the use of 6 focus groups of beginning, experienced, and expert counselors, 26 participants shared their experiences, and 6 themes emerged to form a theory of transformational tasks of professional identity development. Through these tasks, counselors encountered issues of idealism toward realism, burnout toward rejuvenation, and compartmentalization toward congruency.
TL;DR: In this article, Latent class analysis was used to identify different types of principals across the United States and found that the differences between idealized leadership styles signifying variations in practice were defined by the degree of principal and teacher leadership.
Abstract: Purpose: Effective styles of principal leadership can help address multiple issues in struggling schools, such as low student achievement and high rates of teacher attrition. Although the literature has nominated certain “idealized” leadership styles as being more or less effective, such as transformational, instructional, and shared instructional leadership, we have little evidence about how principals may or may not choose to practice these styles across U.S. schools. Research Design: Latent class analysis was used to identify different types of principals across the United States. We analyzed the 1999-2000 Schools and Staffing Survey as it presents a unique opportunity to study the different types of U.S. principals since it contains leadership measures not found in other national surveys. A final sample of 7,650 public schools and principals was included in the analysis. Findings: Instead of idealized leadership styles signifying variations in practice, the differences between types of principals were defined by the degree of principal and teacher leadership. Further, the school and principal
TL;DR: This article proposed and tested a moderated mediation model that jointly examines affect-based and cognition-based trust as mediators and prosocial motivation as the moderator in relationships between transformational leadership and followers' helping behavior towards coworkers.
Abstract: Summary
We proposed and tested a moderated mediation model that jointly examines affect-based and cognition-based trust as the mediators and prosocial motivation as the moderator in relationships between transformational leadership and followers’ helping behavior towards coworkers. Data were collected from 348 sales and servicing employees and their supervisors in four private retail companies and five private manufacturing companies located in Southeast China. The results showed that both affect-based trust and cognition-based trust mediated the relationship between transformational leadership and followers’ helping behavior towards coworkers. Furthermore, moderated mediation analyses showed that affect-based trust mediated the relationship between transformational leadership and followers’ helping behavior towards coworkers only among employees with high prosocial motivation, whereas cognition-based trust mediated this relationship among only those with low prosocial motivation. Implications for the theory and practice of leadership are then discussed. Copyright © 2013 John Wiley & Sons, Ltd.
TL;DR: In this article, the authors examined the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic and organic organizational contexts, and found that the mediating role of psychological empowerment was conditional upon mechanistic-organic contexts.
Abstract: Summary
The current study examines the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic–organic organizational contexts. Psychological empowerment is hypothesized to provide a comprehensive motivational mechanism explaining the relationships between transformational leadership and employee job-related behaviors. In addition, the relationships between transformational leadership, employee psychological empowerment, and job-related behaviors are hypothesized to be stronger in organizations with more organic as opposed to mechanistic structures. Results based on a cross-organizational sample of employees and their immediate supervisors provide support for the hypothesized relationships. Psychological empowerment mediated relationships between transformational leadership and employee task performance and organizational citizenship behaviors. The mediating role of psychological empowerment was then found to be conditional upon mechanistic–organic contexts. More specifically, organic structures enhanced, whereas mechanistic structures constrained, the empowering influence of transformational leaders. In highly mechanistic contexts, the indirect effects were no longer statistically significant. Implications for theory, research, and organizational management are discussed. Copyright © 2013 John Wiley & Sons, Ltd.
TL;DR: In this paper, the authors extend transactional and transformational leadership theory by looking at it from the perspective of the temporary organization and develop a research model with testable propositions on the effects of temporary organizations' characteristics on leadership and on followers' commitment in projects.
TL;DR: In this article, the authors argue that even when couched in emancipatory terms, many of these perspectives still tend to diminish the contribution of organisational actors who do not occupy formal leadership roles.
Abstract: ‘More’ or ‘better’ leadership remains a popular panacea for business failure, climate change, educational underachievement and myriad other world problems. Yet there has been a growing concern that traditional approaches to the subject have naturalised oppressive power relationships, particularly in the workplace. Scholars have therefore put more stress on the creative contribution of ‘followers’ as co-creators of organisational reality. It is now normal to find calls for shared leadership, less leadership or no leadership. This article argues that even when couched in emancipatory terms, many of these perspectives still tend to diminish the contribution of organisational actors who do not occupy formal leadership roles. Communication and process theories of organisation are employed to suggest that leadership could be more usefully envisaged as those practices which see leaders occupying transitory roles within fluid social structures, in which there is no essence of leadership apart from the discursive constructions of organisational actors and in which the facilitation of disagreement and dissent holds the same importance as a traditional stress on the achievement of cohesion and agreement.
TL;DR: In this article, a survey of 1167 pipefitters and plumbers found that idealized attributes and behaviors accounted for the most variance in each of the safety outcomes, whereas individualized consideration and active management-by-exception frequently resulted in the least amount of variance.
TL;DR: In this article, the authors proposed and tested a model in which psychological safety and reflexivity mediate the effect of transformational leadership and creative problem-solving capacity, and found that psychological safety is related both directly and indirectly, through reflexivity, to employees' creative problem solving capacity.
Abstract: Previous research has pointed to the importance of transformational leadership in facilitating employees' creative outcomes. However, the mechanism by which transformational leadership cultivates employees' creative problem-solving capacity is not well understood. Drawing on theories of leadership, information processing and creativity, we proposed and tested a model in which psychological safety and reflexivity mediate the effect of transformational leadership and creative problem-solving capacity. The results of survey data collected at three points in time indicate that transformational leadership facilitates the development of employees' creative problem-solving capacity by shaping a climate of psychological safety conducive to reflexivity processes. However, the findings also indicate that psychological safety is related both directly and indirectly, through reflexivity, to employees' creative problem-solving capacity. This study sheds further light on the ways in which transformational leaders help to develop and cultivate employees' capacity for creative problem-solving.
TL;DR: In this article, the authors examined whether transformational leadership is associated with clan culture, affective commitment, and organizational citizenship behavior and whether affective commitments are positively related to organizational citizenship behaviour.
Abstract: The present study examines whether transformational leadership is associated with clan culture, affective commitment, and organizational citizenship behavior and whether affective commitment is positively related to organizational citizenship behavior. The study also examines whether affective commitment mediates the effects of clan culture on organizational citizenship behavior and whether clan culture mediates the effects of transformational leadership on affective commitment. The results of this study indicate a positive relationship between transformational leadership and clan culture as well as between transformational leadership and affective commitment; no significant relationship between clan culture and organizational citizenship behavior as well as between transformational leadership and organizational citizenship behavior; and a significant positive relationship between affective commitment and organizational citizenship behavior as well as between clan culture and affective commitment . Thus, the results clearly show that affective commitment fully mediates the relationship between clan culture and organizational citizenship behavior and that clan culture partially mediates the relationship between transformational leadership and affective commitment. Theoretical and practical implications of these findings as well as interesting avenues for future research are discussed.