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Showing papers on "Transformational leadership published in 2015"


Journal ArticleDOI
TL;DR: A 7-item measure of global servant leadership, based on Liden, Wayne, Zhao, and Henderson's (2008) 28-item servant leadership measure (SL-28), is introduced in this article.
Abstract: Although research on servant leadership has been expanding over the past several years, a concise, valid scale for assessing global servant leadership has been lacking. In the current investigation a 7-item measure of global servant leadership (SL-7), based on Liden, Wayne, Zhao, and Henderson's (2008) 28-item servant leadership measure (SL-28), is introduced. Psychometric properties of the SL-7 were assessed at the individual level with data collected from 729 undergraduate students, 218 graduate students, and 552 leader–follower dyads from 11 organizations, and at the team level with a study consisting of a total of 71 ongoing intact work teams. Results across three independent studies with six samples showed correlations between the SL-7 and SL-28 scales ranging from .78 to .97, internal consistency reliabilities over .80 in all samples, and significant criterion-related validities for the SL-7 that parallel those found with the SL-28.

365 citations


Journal ArticleDOI
TL;DR: Although entrepreneurial leadership is embraced in the popular press and in classrooms, academic knowledge remains underdeveloped as mentioned in this paper, and the construct of entrepreneurial leadership has not yet been developed in the academic domain.
Abstract: Although entrepreneurial leadership is embraced in the popular press and in classrooms, academic knowledge remains underdeveloped. We develop the construct of entrepreneurial leadership and argue t...

361 citations


Journal ArticleDOI
TL;DR: In this article, the authors used insights from the resource-based view and upper echelons perspective to introduce top management's transformational leadership behaviors as moderators in the EO-performance relationship.

333 citations


Journal ArticleDOI
TL;DR: In this paper, the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees.
Abstract: Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee...

291 citations


Posted Content
TL;DR: In this paper, the authors examined the role of transformational leadership in predicting employee creativity and found that transformational leaders can foster a climate for innovation that promotes employee creativity, and a significant moderating role of creative self-efficacy was found in the relationship between innovation climate and employee creativity.
Abstract: Highlighting the implications of transformational leadership, the study examines the role of transformational leadership in predicting employee creativity The study also investigates the mediating role of innovation climate and moderating role of creative self-efficacy A study was carried out on a sample included a dyad of 372 employees and their immediate supervisors The findings indicate that transformational leaders can foster a climate for innovation that promotes employee creativity Further, a significant moderating role of creative self-efficacy was found in the relationship between innovation climate and employee creativity The findings reveal that employees with high creative-self-efficacy resort to creative behavior when they receive a supportive innovation climate

279 citations


Journal ArticleDOI
TL;DR: It is found that hair stylists' self-identity embedded in the group, namely, self-efficacy and group identification, partially mediated the positive effect of salon managers' servant leadership on stylist' service performance as rated by the customers, after taking into account the positive influence of transformational leadership.
Abstract: Building on a social identity framework, our cross-level process model explains how a manager's servant leadership affects frontline employees' service performance, measured as service quality, customer-focused citizenship behavior, and customer-oriented prosocial behavior. Among a sample of 238 hairstylists in 30 salons and 470 of their customers, we found that hair stylists' self-identity embedded in the group, namely, self-efficacy and group identification, partially mediated the positive effect of salon managers' servant leadership on stylists' service performance as rated by the customers, after taking into account the positive influence of transformational leadership. Moreover, group competition climate strengthened the positive relationship between self-efficacy and service performance.

279 citations


Journal ArticleDOI
TL;DR: In this paper, the authors integrate leadership into the job demands-resources (JD-R) model to reduce employee's levels of burnout and increase their levels of work engagement.
Abstract: Purpose – The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who inspire, strengthen, and connect their followers would reduce employee’s levels of burnout and increase their levels of work engagement. Design/methodology/approach – An online survey was conducted among a representative sample of the Dutch workforce (n=1,213) and the research model was tested using structural equation modeling. Findings – It appeared that leadership only had an indirect effect on burnout and engagement – via job demands and job resources – but not a direct effect. Moreover, leadership also had a direct relationship with organizational outcomes such as employability, performance, and commitment. Research limitations/implications – The study used a cross-sectional design and all variables were based on self-reports. Hence, results should be replicated in a longitudinal study and using more objective measures ...

256 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examined the role of transformational leadership in predicting employee creativity and found that transformational leaders can foster a climate for innovation that promotes employee creativity, and a significant moderating role of creative self-efficacy was found in the relationship between innovation climate and employee creativity.

244 citations


Book
07 Apr 2015
TL;DR: In this paper, the authors discuss the challenges of 21st-century organizations and the challenges faced by them in the 21st century in terms of the need to adapt to the changing nature of workforces.
Abstract: PART ONE: THE CHANGING ENVIRONMENT OF 21ST-CENTURY ORGANIZATIONS Toward the New Millennium - Warren Bennis & Burt Nanus The Corporate Identity Crisis - Alvin Toffler From the Pendulum to the Fire - William Bergquist Coming to Terms with Irreversible Change Paradigm Shift - Don Tapscott & Art Caston Introduction The Virtual Organization - Samuel Bleecker PART TWO: THE INHERENT LEADERSHIP CONTEXT Bureaucracy Versus Leadership - James MacGregor Burns Large-Scale Organized Systems - John Gardner The Paradoxes of Leadership - Jeffrey Barach & D Reed Eckhardt Reforming Institutionalized Organizations - Nils Brunsson & Johan Olsen PART THREE: LEADERSHIP CONCEPTS AND THEORIES IN ORGANIZATIONS Leadership and Management - Joseph Rost Servant Leadership in Business - Robert Greenleaf What Is Leadership? - Max De Pree Transactional and Transforming Leadership - James MacGregor Burns Improving Organizational Effectiveness through Transformational Leadership - Bernard Bass & Bruce Avolio Introduction Contingency Theories of Leadership - Richard Hughes, Robert Ginnett and Gordon Curphy Chaos and the Strange Attractor of Meaning - Margaret Wheatley The Ethics of Charismatic Leadership - Jane Howell Submission or Liberation? PART FOUR: LEADER-PARTICIPANT RELATIONSHIPS IN ORGANIZATIONS Tyrannosaurus Rex - Charles Manz and Henry Sims JR The Boss as Corporate Dinosaur Leadership Secrets from Exemplary Followers - Robert Kelley The Empowering Leader - Ann Howard Unrealized Opportunities Customers take Charge - Michael Hammer and James Champy Strategic Customers or Strategic Citizens ? Public Leadership and Resistant Followership - Patricia Patterson PART FIVE: THE IMPETUS FOR ORGANIZATIONAL LEADERSHIP: VISION, MISSION AND GOALS Why Does Vision Matter - Burt Nanus Organizational Vision and Visionary Organizations - James Collins and Jerry Porras The Dark Side of Leadership - Jay Conger Strategic Management - Gregory Dess and Alex Miller Mission and the General Environment PART SIX: THE IMPLEMENTATION OF ORGANIZATIONAL LEADERSHIP: STRUCTURE AND ORGANIZATIONAL DESIGN From Bureaucracies to Networks - Gareth Morgan The Emergence of New Organizational Forms Is a Network Perspective a Useful Way of Studying Organizations - Nitin Nohria Self-Directed Work Teams - Kimball Fisher What are they and where did they come from The Strategy Team - Kenneth Smith and Henry sims JR Teams at the Top-The Operating Committee: The Core of the Strategy Team PART SEVEN: LEADERSHIP AUTHENTICITY: ORGANIZATION CULTURE Strong Cultures - Terrence Deal and Allan Kennedy The New 'Old Rule' for Business Success On the Role of Top Management - John Kotter and James Heskett Values in Leadership - Ronald Heifetz The Strategy Team - Kenneth Smith and Henry Sims JR Teams at the Top-Core Values as a Strategic Driver Moral Leadership and Business Ethics - Al Gini Business Ethics as Moral Imagination - Joanne Ciulla Changing the Conditions of Work - Lotte Bailyn Responding to Increasing Work Force Diversity and New Family Patterns Going Beyond the Rhetoric of Race and Gender - John Fernandez Leading and Empowering Diverse Followers - Lynn Offermann PART EIGHT: LEADERSHIP AND CAPACITY BUILDING IN ORGANIZATIONS Personal Mastery - Peter Senge Building Individual Learning - Francis Gouillart and James Kelly The Leader's New Work - Peter Senge Building Learning Organizations Successful Change and the Force that Drives it - John Kotter Collaboration - Barbara Gray The Constructive Management of Differences Recognize Contributions - James Kouzes and Barry Posner Linking Rewards with Performance PART NINE: SOCIAL RESPONSIBILITY AND ORGANIZATIONAL LEADERSHIP: THE NEW WORK OF 21ST-CENTURY ORGANIZATIONS The Merchants and their Visions - James Liebig A New Wave - L Lawrence Embley The Fire this Time? - Samuel Greengard and Charlene Solomon Environmental Leadership - Kathleen Dechant and Barbara Altman From Compliance to Competitive Advantage the Seven (almost) Deadly Sins of High-Minded Entrepreneurs - Anne Murphy The Age of Social Transformation - Peter Drucker PART TEN: LEADING THE NEW ORGANIZATION Leadership and the Social Imperative of Organizations in the 21st Century - Gill Robinson Hickman Leadership in the 21st Century - Kathleen Allen et al

240 citations


Journal ArticleDOI
TL;DR: It is found that EL significantly, albeit weakly in some cases, predicted task performance, citizenship behavior, and counterproductive work behavior-even after controlling for the effects of such variables as transformational leadership, use of contingent rewards, management by exception, interactional fairness, and destructive leadership.
Abstract: This study examines the criterion-related and incremental validity of ethical leadership (EL) with meta-analytic data. Across 101 samples published over the last 15 years (N = 29,620), we observed that EL demonstrated acceptable criterion-related validity with variables that tap followers' job attitudes, job performance, and evaluations of their leaders. Further, followers' trust in the leader mediated the relationships of EL with job attitudes and performance. In terms of incremental validity, we found that EL significantly, albeit weakly in some cases, predicted task performance, citizenship behavior, and counterproductive work behavior-even after controlling for the effects of such variables as transformational leadership, use of contingent rewards, management by exception, interactional fairness, and destructive leadership. The article concludes with a discussion of ways to strengthen the incremental validity of EL. (PsycINFO Database Record

226 citations


Journal ArticleDOI
TL;DR: In this article, the authors report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation, which proposes that the interaction between two complementary leadership behaviors predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high.
Abstract: Purpose – The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high. Design/methodology/approach – Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees. Findings – Results supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success. Research limitations/implications – The relatively small sample size and the cross-sectional design are potential limitations of the study. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation. Practical implications – The results sugge...

Journal ArticleDOI
TL;DR: In this article, the authors examined follower relational identification with the leader as a mediator and follower perceptions of leader creativity expectations as a moderator in the relationship between transformational leadership and follower creativity.
Abstract: We examined follower relational identification with the leader as a mediator and follower perceptions of leader creativity expectations as a moderator in the relationship between transformational leadership and follower creativity. Using a sample of 420 leader–follower dyads from an energy company in mainland China, we found that follower relational identification with the leader mediates the transformational leadership–follower creativity relationship, and this mediating relationship is conditional on the moderator variable of follower perceptions of leader creativity expectations for the path from follower relational identification to follower creativity. These results contribute to the literature by clarifying why (through relational identification) and when (high creativity expectations set by the leader) transformational leadership is positively related to follower creativity.

Journal ArticleDOI
TL;DR: In this article, the authors identify the intervening processes inherent in the relationship between transformational leadership and team performance and creativity and provide evidence for a sequential mediation model where leadership influences team outcomes through overall team communication and trust in teammates.
Abstract: Considerable theoretical and empirical work has identified a relationship between transformational leadership and team performance and creativity. The mechanisms underlying this link, however, are not well understood. To identify the intervening processes inherent in this relationship, we experimentally manipulated the leadership style assigned to 44 teams taking part in a resource-maximization task. Teams were exposed either to a leader using inspirational motivation, intellectual stimulation, or a control condition. Our findings reveal important differences between leadership styles in communication and team outcomes (objective task performance and creativity). These results suggest that different dimensions of transformational leadership should be emphasized depending on the outcome sought. In addition, our results provide evidence for a sequential mediation model where leadership influences team outcomes through overall team communication and trust in teammates. This study suggests mechanisms by which transformational leaders may impact team outcomes, which has implications for team building and leadership training.

Journal ArticleDOI
TL;DR: In this paper, an extensive review of empirical and conceptual studies that examined the relationship between leadership and employee engagement, analyzed/synthesized the studies into integrated frameworks for the leadership-engagement relationship, and proposed future research agendas.
Abstract: Leadership is one of the most studied topics in the organization sciences, and employee engagement one of the more recent. However, the relationship between leadership and employee engagement has not been widely investigated. As many organizations invest significant resources in retaining, developing, and engaging employees, human resource development (HRD) professionals are tasked to develop and partner with leaders to deliver those strategies effectively. Thus, a comprehensive understanding on the relationship and mechanism between leadership and engagement is essential to HRD professionals informing leaders on how best to cultivate positive results in followers. In this vein, this research conducted an extensive review of empirical and conceptual studies that examined the relationship between leadership and employee engagement, analyzed/synthesized the studies into integrated frameworks for the leadership–engagement relationship, and proposed future research agendas.

Journal ArticleDOI
TL;DR: The authors investigated the mediating effects of goal congruence and psychological capital in the link between supervisors' ethical leadership style and followers' in-role job performance, and found that ethical leadership has a positive effect on followers' performance.
Abstract: Drawing from research on ethical leadership, psychological capital, and social learning theory, this study investigated the mediating effects of goal congruence and psychological capital in the link between supervisors’ ethical leadership style and followers’ in-role job performance. Data captured from 171 employees and 24 supervisors showed that ethical leadership has a positive effect on followers’ in-role job performance, yet this effect is explained through the role of psychological capital and follower–leader goal congruence, providing evidence of mediation. These findings have significant implications for research and practice.

01 Jan 2015
TL;DR: In this article, the authors report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011), which proposes that the interaction between two complementary leadership behaviors (opening and closing) predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high.
Abstract: Purpose The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high. Design/methodology/approach Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees. Findings Results supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success. Research limitations/implications The relatively small sample size and the cross-sectional design are potential limitations of the study. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation. Practical implications The results suggest that organizations could train team leaders’ ambidextrous leadership behaviors to increase team innovation. Social implications Identifying ways to facilitate organizational innovation is important, as it contributes to employment and company growth as well as individual and societal well-being. Originality/value This multi-source study contributes to the literatures on leadership and innovation in organizations by showing that ambidextrous leadership behaviors predict team innovation above and beyond transformational leadership behavior.

Journal ArticleDOI
TL;DR: This work begins by answering the question of why-Why adopt a network approach to study leadership, and offers a framework for organizing prior research, which reveals 3 areas of research: leadership in networks, (b) leadership as networks, and (c) leadership in and as networks.
Abstract: Contemporary definitions of leadership advance a view of the phenomenon as relational, situated in specific social contexts, involving patterned emergent processes, and encompassing both formal and informal influence. Paralleling these views is a growing interest in leveraging social network approaches to study leadership. Social network approaches provide a set of theories and methods with which to articulate and investigate, with greater precision and rigor, the wide variety of relational perspectives implied by contemporary leadership theories. Our goal is to advance this domain through an integrative conceptual review. We begin by answering the question of why-Why adopt a network approach to study leadership? Then, we offer a framework for organizing prior research. Our review reveals 3 areas of research, which we term: (a) leadership in networks, (b) leadership as networks, and (c) leadership in and as networks. By clarifying the conceptual underpinnings, key findings, and themes within each area, this review serves as a foundation for future inquiry that capitalizes on, and programmatically builds upon, the insights of prior work. Our final contribution is to advance an agenda for future research that harnesses the confluent ideas at the intersection of leadership in and as networks. Leadership in and as networks represents a paradigm shift in leadership research-from an emphasis on the static traits and behaviors of formal leaders whose actions are contingent upon situational constraints, toward an emphasis on the complex and patterned relational processes that interact with the embedding social context to jointly constitute leadership emergence and effectiveness.

Journal ArticleDOI
TL;DR: In this paper, the authors investigate the processes underlying the relationship between transformational leadership and employee creativity, and they hypothesized that promotion focus mediates the relationship of transformational leaders and creativity.
Abstract: Purpose The paper aims at investigating the processes underlying the relationship between transformational leadership and employee creativity. We hypothesized that promotion focus mediates the relationship between transformational leadership and employee creativity and that creative process engagement mediates the relationship between promotion focus and employee creativity.

Journal ArticleDOI
TL;DR: The authors examines the pedagogical potential of critical leadership studies: an emergent, alternative paradigm questioning deep-seated assumptions that power and agency should be vested in the hands of a few leaders and exploring the dysfunctional consequences of such power dynamics for individuals, organizations, and societies.
Abstract: Conventional approaches to teaching leadership in business schools have overrelied on transformational models that stress the role of charismatic individuals, usually white men, in setting compelling visions to which all organizational actors are expected to subscribe. Such approaches pay insufficient attention to the dynamics of power, the influence of context, and the significance of follower dissent and resistance. This article examines the pedagogical potential of critical leadership studies: an emergent, alternative paradigm questioning deep-seated assumptions that power and agency should be vested in the hands of a few leaders and exploring the dysfunctional consequences of such power dynamics for individuals, organizations, and societies. It also recognizes that follower compliance and conformity, as well as resistance and dissent, are important features of leadership dynamics. Informed by our own experience of trying to teach leadership more critically, this essay highlights a number of guiding principles that we have used in the classroom to encourage a more questioning approach from our students in their study of leadership.

Journal ArticleDOI
TL;DR: In this article, the authors suggest that CEO charisma is related to firm performance via its effect on two important mediators: charismatic CEOs are expected to raise the transformational leadership climate within an organization.
Abstract: In this paper, we suggest that CEO charisma is related to firm performance via its effect on two important mediators. First, charismatic CEOs are expected to raise the transformational leadership climate within an organization. Second, both CEO charisma and transformational leadership climate are proposed to increase a firm's organizational identity strength, which in turn, relates positively to firm performance. We tested these propositions on a sample of 150 German companies (20,639 employees) with a three-path mediation model at the organizational level of analysis, utilizing four independent data sources. To test the assumed relationships, we used structural equation modeling and applied bootstrapping. Our study helps open the black box of organizational leadership and organizational performance by demonstrating top-level leadership's (CEO charisma) cascading effect on the TFL climate throughout the organization and by showing that OIDS mediates both leadership levels' relationships with firm performance. Further, our study is the first to investigate and demonstrate the relationship between OIDS and performance at the organizational level of analysis.

Journal ArticleDOI
TL;DR: In this article, the authors conducted a meta-analysis of transformational leadership sub-dimensions and their links to leader personality and performance in order to gather empirical evidence of the multi-dimensionality of Transformational Leadership.
Abstract: The multi-dimensionality of the transformational leadership construct has been under debate in the last decades. To shed more light on this issue, we conducted a meta-analysis ( k = 58 studies), examining the transformational leadership sub-dimensions and their links to leader personality and performance in order to gather empirical evidence of the multi-dimensionality of transformational leadership. First, the results showed that the Big 5 personality traits are directly linked to transformational leadership sub-dimensions and to the overall measure, and are indirectly linked to leader performance. Interestingly, however, different combinations of the personality traits are differentially related to the transformational leadership behaviors. For instance, whereas inspirational motivation is related to all personality traits, only openness to experience and agreeableness affect individualized consideration. These findings emphasize the importance of examining the transformational leadership sub-dimensions separately to gain a deeper understanding of the nature and the antecedents of these leadership behaviors.

Journal ArticleDOI
TL;DR: In this paper, a two-step approach to structural equation modeling (SEM) was applied to explore the relationship between transformational leadership and employee creativity and the moderating role played by learning orientation.
Abstract: Purpose – This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity. Design/methodology/approach – Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships. Findings – The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation. Research limitations/implications – Although this study expands our knowledge about the role of learning orientation between transformational leade...

Journal ArticleDOI
TL;DR: The authors explores ontological offerings of critical realism as a basis for transformational grounded theory informed by participatory action research and decolonizing research methodologies, which promotes greater participation and equity of power for positive change.
Abstract: Grounded theory has been evolving methodologically since Barney Glaser and Anselm Strauss first described it in the late 1960s. Initially underpinned by modernist philosophy, grounded theory has had recent turns including the adoption of both constructivism and postmodernism. This article explores ontological offerings of critical realism as a basis for transformational grounded theory informed by participatory action research and decolonizing research methodologies. The potential for both theory and action to result from this critical grounded theory methodology, which promotes greater participation and equity of power for positive change, is the transformational in transformational grounded theory.

Journal ArticleDOI
Laura S. Foote1
TL;DR: Transformational learning, narrative learning, and spiritual learning frame adult experiences in new and exciting ways as discussed by the authors, and these types of learning can involve a simple transformation of belief or opinion.
Abstract: Transformational learning, narrative learning, and spiritual learning frame adult experiences in new and exciting ways. These types of learning can involve a simple transformation of belief or opin...

Journal ArticleDOI
TL;DR: In this article, the authors found that CEO gender and moral inconsistency across executives served as moderators of the detrimental effects of differentiated leadership on the outcomes, and that the negative effect was stronger among female CEOs and those who failed to consistently exhibit moral behaviors that might justify differentiation.

Journal Article
TL;DR: In this article, the authors examined the relationship between transformational leadership, school climate, and student mathematics and reading achievement and found that a positive relationship exists between Transformational Leadership and student achievement and school climate.
Abstract: The purpose of this correlational study was to examine the relationship between transformational leadership, school climate, and student mathematics and reading achievement. Survey data were collected from a purposeful sample of elementary school principals and a convenience sample of his or her respective teachers located in a small suburban school district in southeast Texas. The Multifactor Leadership Questionnaire (MLQ-5X) was used to measure the degree to which a principal displays the factors of a transformational leader based on teacher perceptions and was used by the principals surveyed to self-assess. The School Climate Inventory-Revised (SCI-R) survey was used to measure teacher perceptions of school climate. Findings indicated a positive relationship between transformational leadership and school climate. However, a relationship was not found to exist between transformational leadership and student achievement nor between school climate and student achievement. When determining whether a relationship existed between the campus principal’s perceptions of their own transformational leadership qualities and his/her teachers’ perceptions of those same qualities, only two out of the 25 correlations were found to be statistically significant.

Journal ArticleDOI
TL;DR: In this paper, the authors investigate how transformational and transactional leadership motivates employees to commit to an organizational ideation program so that they subsequently generate ideas that benefit the organization.
Abstract: We investigate how transformational and transactional leadership motivates employees to commit to an organizational ideation program so that they subsequently generate ideas that benefit the organization. To resolve the mixed and contradictory findings of earlier studies about these leadership styles, we propose that more attention needs to be devoted to the leader's personal beliefs. Specifically, we study the degree to which a leader identifies with an organization and how this possibly unlocks the effects of transformational or transactional leadership. Using multilevel data collected in a large multinational company, our findings reveal that both transformational and transactional leadership is effective in motivating followers to commit to the goals of an ideation program. Increased commitment, in turn, is associated with more ideas that followers generate. In contrast to the effect of transactional leadership, however, the effect of transformational leadership is contingent on how strongly leaders identify with the organization.

Journal ArticleDOI
TL;DR: In this paper, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers' appraisal of change through manager engagement, and identify processes which may contribute to followers' positive reactions to change.
Abstract: Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional le...

Journal ArticleDOI
TL;DR: In this paper, the authors explore the link between diversity management in public organizations and employees' affective commitment by testing hypotheses on the mediating roles of transformers, and find that the mediators play a mediating role in diversity management.
Abstract: The purpose of this article is to explore the link between diversity management in public organizations and employees’ affective commitment by testing hypotheses on the mediating roles of transform...

Journal ArticleDOI
TL;DR: In this article, the impact of leadership and promotion regulatory focus on employees' willingness to engage in unethical pro-organizational behavior was examined from a person-situation interactionist perspective.
Abstract: The goal of this paper is to examine the impact of leadership and promotion regulatory focus on employees’ willingness to engage in unethical pro-organizational behavior (UPB; Umphress and Bingham, J Appl. Psychol 95:769–780, 2011). Building from a person–situation interactionist perspective, we investigate the interaction of leadership style and how leaders frame messages, as well as test a three-way interaction with promotion focus. Using an experimental design, we found that inspirational and charismatic transformational leaders elicited higher levels of UPB than transactional leaders when the leaders used loss framing, but not gain framing. Furthermore, followers’ promotion regulatory focus moderated this relationship such that the effect held for followers with low promotion focus, but not for individuals with high promotion focus. Our findings extend the understanding of UPB, offer theoretical mechanisms to explain when this behavior occurs, and contribute to leadership theory and research on ethical decision making.