Showing papers on "Transformational leadership published in 2017"

Leadership That Gets Results

Abstract: Emotional Intelligence-the ability to manage one and their relationships effectively-consists of four fundamental capabilities self-awareness, self-management, social awareness, and social skill. This chapter provides six styles of leadership. They are coercive leaders, authoritative leaders, affiliative leaders, democratic leaders, pacesetting leaders, and coaching leaders. Coercive leadership has a damaging effect on the rewards system. Most high-performing workers are motivated by more than money–they seek the satisfaction of work well done. The coercive style erodes such pride. Authoritative leadership maximizes commitment to the organization's goals and strategy. By framing the individual tasks within a grand vision, the authoritative leader defines standards that revolve around that vision. Affiliative leaders are masters at building a sense of belonging. They are, for instance, likely to take their direct reports out for a meal or a drink, one-on-one, to see how they're doing. They will bring in a cake to celebrate a group accomplishment.

Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐focused transformational leadership

Abstract: Summary Addressing the challenges faced by team leaders in fostering both individual and team creativity, this research developed and tested a multilevel model connecting dual-focused transformational leadership (TFL) and creativity and incorporating intervening mechanisms at the two levels. Using multilevel, multisource survey data from individual members, team leaders, and direct supervisors in high-technology firms, we found that individual-focused TFL had a positive indirect effect on individual creativity via individual skill development, whereas team-focused TFL impacted team creativity partially through its influence on team knowledge sharing. We also found that knowledge sharing constituted a cross-level contextual factor that moderated the relationship among individual-focused TFL, skill development, and individual creativity. We discuss the theoretical and practical implications of this research and offer suggestions for future research. Copyright © 2016 John Wiley & Sons, Ltd.

Authentic leadership development: Getting to the root of positive forms of leadership

Abstract: This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.

Introduction to Leadership: Concepts and Practice

Abstract: Preface Chapter 1. Being a Leader Defining Leadership Global Leadership Attributes Practicing Leadership 1.1 Conceptualizing Leadership Questionnaire 1.2 Observational Exercise 1.3 Reflection and Action Worksheet Chapter 2. Recognizing Your Traits Historical Leaders: What Traits Do These Leaders Display? Leadership Studies: What Traits Do Effective Leaders Exhibit? 2.1 Leadership Traits Questionnaire 2.2 Observational Exercise 2.3 Reflection and Action Worksheet Chapter 3. Recognizing Your Philosophy and Style of Leadership What Is Your View of Human Behavior at Work? Styles of Leadership: Authoritarian, Democratic, and Laissez-Faire Box 3.1 Leadership on the Silver Screen What Is Your Style of Leadership? 3.1 Leadership Styles Questionnaire 3.2 Observational Exercise 3.3 Reflection and Action Worksheet Chapter 4. Attending to Tasks and Relationships What Is Your Personal Style? What Kind of Leader Are You? 4.1 Task and Relationship Questionnaire 4.2 Observational Exercise 4.3 Reflection and Action Worksheet Chapter 5. Developing Leadership Skills What Are Your Core Leadership Skills? 5.1 Leadership Skills Questionnaire 5.2 Observational Exercise 5.3 Reflections and Action Worksheet Chapter 6. Creating a Vision What Are the Characteristics of a Vision? How Is a Vision Articulated? How Is a Vision Implemented? 6.1 Leadership Vision Questionnaire 6.2 Observational Exercise 6.3 Reflection and Action Worksheet Chapter 7. Setting the Tone Provide Structure Clarify Norms Build Cohesiveness Promote Standards of Excellence 7.1 Setting the Tone Questionnaire 7.2 Observational Exercise 7.3 Reflection and Action Worksheet Chapter 8. Listening to Out-Group Members Who Is in the Out-Group? Why Do Out-Groups Form? What Is the Impact of Out-Groups? How Should a Leader Respond to Out-Groups? 8.1 Responding to Members of the Out-Group Questionnaire 8.2 Observational Exercise 8.3 Reflections and Action Worksheet Chapter 9. Handling Conflict Conflict Defined Communication and Conflict Kinds of Conflict Fisher and Ury Approach to Conflict Communication Strategies for Conflict Resolution Styles of Approaching Conflict 9.1 Conflict Style Questionnaire 9.2 Observational Exercise 9.3 Reflection and Action Worksheet Chapter 10. Overcoming Obstacles Obstacle 1: Unclear Goals Obstacle 2: Unclear Directions Obstacle 3: Low Motivation Obstacle 4: Complex Tasks Obstacle 5: Simple Tasks Obstacle 6: Low Involvement Obstacle 7: Lack of a Challenge 10.1 Path-Goal Styles Questionnaire 10.2 Observational Exercise 10.3 Reflection and Action Worksheet Chapter 11. Addressing Ethics in Leadership Ethical Leadership Is About the Character of the Leader Ethical Leadership Is About the Actions of the Leader Ethical Leadership Is About the Goals of the Leader Ethical Leadership Is About the Honesty of the Leader Ethical Leadership Is About the Power of the Leader Ethical Leadership Is About the Values of the Leader 11.1 Core Values Questionnaire 11.2 Observational Exercise 11.3 Reflection and Action Worksheet Questionnaires

Leadership, followers' mental health and job performance in organizations: A comprehensive meta-analysis from an occupational health perspective

Abstract: Summary The present meta-analysis investigates the associations between leadership, followers' mental health, and job performance by taking into account different groups of leadership constructs including transformational leadership, relations-oriented leadership, task-oriented leadership, destructive leadership, and leader–member exchange. Six categories of mental health-related outcomes are considered representing both negative and positive mental health states of followers, namely, affective symptoms, burnout, stress, well-being, psychological functioning, and health complaints. Meta-analytic models are used to estimate the association between these categories of leadership and mental health. Our results reveal that transformational leadership, a high quality of relations-oriented and task-oriented leadership behavior, as well as a high quality of leader–follower interaction are positively associated with mental health. In contrast, destructive leadership is strongly negatively associated with mental health. In addition, the mediation effects of leadership on job performance via mental health are estimated. Results partially support the mediating role of mental health concerning the relationship between leadership and job performance. Our results emphasize the importance of leadership as an occupational health factor, and they may serve as basis for the planning and designing of occupational health policies and interventions despite existing research limitations. Copyright © 2016 John Wiley & Sons, Ltd.

Leadership in applied psychology: Three waves of theory and research.

Abstract: Although in the early years of the Journal leadership research was rare and focused primarily on traits differentiating leaders from nonleaders, subsequent to World War II the research area developed in 3 major waves of conceptual, empirical, and methodological advances: (a) behavioral and attitude research; (b) behavioral, social-cognitive, and contingency research; and (c) transformational, social exchange, team, and gender-related research. Our review of this work shows dramatic increases in sophistication from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership. Yet, many of the themes that characterize contemporary leadership research were also present in earlier research. (PsycINFO Database Record

Leadership and stress: A meta-analytic review

Abstract: Stress has been implicated as an important determinant of leadership functioning. Conversely, the behavior of leaders has long been argued to be a major factor in determining the stress levels of followers. Yet despite the widespread acknowledgement that stress and leadership are linked, there has been no systematic attempt to organize and summarize these literatures. In the present, we meta-analytically review the relationship between three leadership constructs (transformational leadership, leader-member exchange, and abusive supervision) and stress and burnout. Our analyses confirm that leader stress influences leader behavior and that leadership behaviors and leader-follower relationships are significant determinants of stress and burnout in subordinates. We build on these results to suggest new avenues for research in this domain as well as discussing how these results can inform practice with regards to leader development.

Transformational leadership and performance outcomes: Analyses of multiple mediation pathways

Abstract: Transformational leadership (TFL) has been shown to affect employees' job performance, and the literature offers a large variety of explanatory processes. Integrating the diverse literature related to the mechanisms that mediate the TFL-performance relationship, the current study identified five core mechanisms—affective, motivational, identification, social exchange, and justice enhancement—that are consistent with established social and psychological theories. Meta-analysis involving > 600 samples was conducted to test these mechanisms. General support was found for each of the five mechanisms. The findings showed that TFL was related to variables that represented these mechanisms, which in turn were associated with non-self-report measures of employees' task performance, citizenship behavior, and innovative behavior. An integrative model was further proposed and tested to show the central role of leader-member exchange in the relationships between TFL, other mediating variables, and performance outcomes. This study contributes to the literature by strengthening researchers' theoretical understanding of the major social and psychological processes by which transformational leaders promote followers' job performance.

Transformational change: governance interventions for climate change adaptation from a continuous change perspective

Abstract: Although transformational change is a rather new topic in climate change adaptation literature, it has been studied in organisational theory for over 30 years. This paper argues that governance scholars can learn much from organisation theory, more specifically regarding the conceptualisation of change and intervention strategies. We reconceptualise the divide between transformational change and incremental change by questioning the feasibility of changes that are concurrently in-depth, large scale, and quick; and the assumption that incremental change is necessarily slow and can only result in superficial changes. To go beyond this dichotomy, we introduce the conceptualisation of continuous transformational change. Resulting intervention strategies include (1) providing basic conditions for enabling small in-depth wins; (2) amplifying small wins through sensemaking, coupling, and integrating; and (3) unblocking stagnations by confronting social and cognitive fixations with counterintuitive interventions....

Leadership and followership identity processes: A multilevel review ☆

Abstract: A growing body of leadership literature focuses on leader and follower identity dynamics, levels, processes of development and outcomes Despite the importance of the phenomena, there has been surprisingly little effort to systematically review the widely dispersed literature on leader and follower identity In this review we map existing studies on a multilevel framework that integrates levels-of-the self (individual, relational and collective) with the levels-of-analysis (intrapersonal, interpersonal and group) on which leader or follower identity work takes place We also synthesize work from multiple research paradigms, such as social psychology experimental studies, narrative accounts of leaders' identity work and field studies on antecedents, outcomes, mediating mechanisms and boundary conditions Finally, we outline implications for leadership development and call attention to key themes we see ripe for future research

Transformational leadership and employee psychological well-being: A review and directions for future research.

Abstract: This review paper focuses on answering 2 research questions: (a) Does transformational leadership predict employee well-being? (b) If so, how and when does this prediction occur? A systematic computerized search and review of empirical papers published between January 1980 and December 2015 was conducted. Forty papers were found that met the criteria of reporting empirical results, being published in English, and focused on answering the above research questions. Based on these papers it appears that, in general, transformational leadership positively predicts positive measures of well-being, and negatively predicts negative measures of well-being (i.e., ill-being). However, recent findings suggest that this is not always such a simple relationship. In addition, several mediating variables have been established, demonstrating that in many cases there is an indirect effect of transformational leadership on employee well-being. Although some boundary conditions have been examined, more research is needed on moderators. The review demonstrated the importance of moving forward in this area with stronger research designs to determine causality, specifying the outcome variable of interest, investigating the dimensions of transformational leadership separately, and testing more complicated relationships. (PsycINFO Database Record

Contextual leadership: A systematic review of how contextual factors shape leadership and its outcomes.

Abstract: With roots dating back to Fiedler’s (1978) contingency model, contextual leadership has been one of the most trending topics in leadership research over the last decade. However, although roughly 500 studies have examined the impact of context on leadership and its outcomes, there is neither a systematic approach to nor agreement regarding what constitutes the context for leadership. This is surprising, considering the central role that context plays in leadership: Leadership does not occur in a vacuum, but rather exists in a context where leaders function. This review article uses Johns’s (2006) categorical framework to fully portray the leadership context and systematically reviews the existing theoretical frameworks and empirical findings for the impact of context. When called for, this review also integrates related streams of research (e.g., institutional theory). Finally, the article summarizes the general trends in the study of contextual leadership and suggests future directions, offering ideas to help meaningfully structure the voluminous and diverse body of research on the leadership context.

Electronic HRM : four decades of research on adoption and consequences

Abstract: Despite the existence of a number of recent reviews of e-HRM research, we still lack a comprehensive understanding of the factors affecting the adoption and consequences of e-HRM. This paper therefore provides a review of four decades of research in this area with the aim to provide a summary and integrative framework as a basis for future research. We found that the factors affecting the adoption of e-HRM can be divided into three areas: technology; organization; and people – we refer to this as the ‘TOP’ framework. In line with we divide consequences into those that are operational, relational and transformational. We also found that there has been a shift both in the goals for e-HRM, from efficiency to improved HR service provision and the strategic reorientation of HR departments; but also that the type of consequences that the literature focuses on has also changed from operational effects, to relational and then transformational outcomes. The paper discussed these shifts in some detail, along with the implications for future research and practice.

Women and Leadership: Selection, Development, Leadership Style, and Performance

Abstract: Despite the proliferation of leadership research in the past 75 years, investigating the ways in which women and men leaders enact and experience leadership continues to surface unanswered question...

Daily job demands and employee work engagement: The role of daily transformational leadership behavior.

Abstract: Using job demands-resources (JD-R) theory, the present study integrates the challenge stressor-hindrance stressor framework and leadership theory to investigate the relationship between daily transformational leadership behavior and employee work engagement. We hypothesized that daily transformational leadership behavior (a) sustains employee work engagement on days characterized by high challenge job demands, and (b) protects work engagement on days characterized by high hindrance job demands. Teachers filled out a short online questionnaire at the end of each workday during a 2-week period (N = 271 × 5.68 days = 1539). Results of latent moderated structural equation modeling showed that teachers' daily challenge demands (workload and cognitive demands) had a positive relationship with work engagement on the days transformational leadership was high (vs. low). In addition, teachers' daily hindrance demands (role-conflict, but not family to work conflict) had a negative relationship with work engagement on the days transformational leadership was low (vs. high). These findings show that the function of transformational leadership behavior changes from day to day, and depends on the type of job demand. We discuss the practical and theoretical implications of these findings. (PsycINFO Database Record

The Impact of Emotional Intelligence, Project Managers’ Competencies, and Transformational Leadership on Project Success: An Empirical Perspective

Abstract: Project stakeholders always strive for a successful project, hence there is growing concern about the factors that influence project success. Although the success of a project is influenced by vari...

Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective

Abstract: We invoke the person–environment fit paradigm to examine on a daily basis follower affective, attitudinal, and behavioral responses to transformational leadership needed and received. Results from ...

Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries

Abstract: Leaders 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. Entrepreneurial behavior is imperative for innovation, growth, and organizational success. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering entrepreneurial behavior. However, empirical evidence for this relationship is scarce and inconsistent. Addressing this issue, the current study examines the moderating role of psychological empowerment on the relationship among transformational leadership, transactional leadership, and entrepreneurial behavior. Data were gathered from a cross-industry sample of 557 employees and 64 leaders from eight different knowledge-intensive organizations. The results show that transformational leadership is positively related to entrepreneurial behavior, whereas transactional l...

Transformational leadership and employee voice behavior : a Pygmalion mechanism.

Abstract: Summary We theorized and examined a Pygmalion perspective beyond those proposed in past studies in the relationship between transformational leadership and employee voice behavior. Specifically, we proposed that transformational leadership influences employee voice through leaders' voice expectation and employees' voice role perception (i.e., Pygmalion mechanism). We also theorized that personal identification with transformational leaders influences the extent to which employees internalize leaders' external voice expectation as their own voice role perception. In a time-lagged field study, we found that leaders' voice expectation and employees' voice role perception (i.e., the Pygmalion process) mediate the relationship between transformational leadership and voice behavior. In addition, we found transformational leadership strengthens employees' personal identification with the leader, which in turn, as a moderator, amplifies the proposed Pygmalion process. Theoretical and practical implications are discussed. Copyright © 2016 John Wiley & Sons, Ltd.

The impact of transformational leadership on employee sustainable performance: The mediating role of organizational citizenship behavior

Abstract: Transformational leadership has drawn extensive attention in management research. In this field, the influence of transformational leadership on employee performance is an important branch. Recent research indicates that organizational citizenship behavior plays a mediating role between transformational leadership and employee performance. However, some of these findings contradict each other. Given the background where greater attention is being paid to transformational leadership in the construction industry, this research aims to find the degree of the influence of transformational leadership on employee sustainable performance, as well as the mediating role of organizational citizenship behavior. A total of 389 questionnaires were collected from contractors and analyzed via structural equation modeling. The findings reveal that employee sustainable performance is positively influenced by transformational leadership. In addition, more than half of that influence is mediated by their organizational citizenship behavior. These findings remind project managers of the need to pay close attention to transformational leadership, to cultivate organizational citizenship behavior, and thereby to eventually improve employee’s sustainable performance.

Transformational leadership and employee voice behavior: a Pygmalion mechanism

Abstract: We theorized and examined a Pygmalion perspective beyond those proposed in past studies in the relationship between transformational leadership and employee voice behavior. Specifically, we proposed that transformational leadership influences employee voice through leaders’ voice expectation and employees’ voice role perception (i.e., Pygmalion mechanism). We also theorized that personal identification with transformational leaders influences the extent to which employees internalize leaders’ external voice expectation as their own voice role perception. In a time-lagged field study, we found that leaders’ voice expectation and employees’ voice role perception (i.e., the Pygmalion process) mediate the relationship between transformational leadership and voice behavior. In addition, we found transformational leadership strengthens employees’ personal identification with the leader, which in turn, as a moderator, amplifies the proposed Pygmalion process. Theoretical and practical implications are discussed.

Transformational leadership and innovative work behavior among nursing staff.

Abstract: The importance of innovation within organizations has been demonstrated on numerous occasions, which has subsequently led to the identification of effective leadership as a potential catalyst. Most of us would acknowledge that effective leadership plays a pivotal role to engender innovativeness among nursing staff. Although research has identified some leadership styles to foster a nurse's innovative work behavior, a comprehensive model explaining the effect of transformational leadership on nurses’ innovative work behavior is still unclear. This research built and tested a theoretical model linking transformational leadership and innovative work behavior via several intervening variables. Data were collected from 587 nurses and 164 doctors (nursing supervisors) through structured questionnaires from public sector hospitals in Pakistan. Results of the study indicated that, as anticipated, transformational leadership positively affected psychological empowerment of nurses, which in turn influenced both intrinsic motivation and knowledge sharing behavior. These latter two variables then had a positive influence on innovative work behavior. Empowerment role identity moderated the link between transformational leadership and psychological empowerment, whereas willingness to rely on leader (reliance-based trust) and willingness to share sensitive information with leader (disclosure-based trust) moderated the connection between knowledge sharing behavior and innovative work behavior. These results imply that transformational leadership through psychological empowerment, knowledge sharing, and intrinsic motivation fosters nurse's innovative work behavior. The results also show that the relationship between transformational leadership and innovative work behavior is stronger among nurses who frequently share their knowledge about best practices and mistakes with co-workers.

Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms

Abstract: Summary There are competing theoretical rationales and mechanisms used to explain the relation between leadership behaviors (e.g., consideration, initiating structure, contingent rewards, and transformational leadership) and follower performance (e.g., task performance and organizational citizenship behaviors). We conducted two studies to critically examine and clarify the leadership behaviors–follower performance relation by pitting the various theoretical rationales and mechanisms against each other. We first engaged in deductive (Study 1) and then inductive (Study 2) theorizing and relied upon 35 meta-analyses involving 3327 primary-level studies and 930 349 observations as input for meta-analytic structural equation modeling. Results of our dual deductive–inductive approach revealed an unexpected yet surprisingly consistent explanation for why leadership behaviors affect follower performance. Specifically, leader–member exchange is a mediating mechanism that was empirically determined to be involved in the largest indirect relations between the four major leadership behaviors and follower performance. This result represents a departure from current conceptualizations and points to a common underlying mechanism that parsimoniously explains how leadership behaviors relate to follower performance. Also, results lead to a shift in terms of recommendations for what leaders should focus on to bring about improved follower performance. Copyright © 2016 John Wiley & Sons, Ltd.

Transformational leadership, employee turnover intention, and actual voluntary turnover in public organizations

Abstract: This research seeks to make contributions to the organization-level analysis of voluntary turnover in public organizations. Structural equation modelling is used to explore how transformational lea...

The relationships between school autonomy gap, principal leadership, teachers’ job satisfaction and organizational commitment:

Abstract: This study examines the relationship between school autonomy gap, principal leadership, school climate, teacher psychological factors, teachers’ job satisfaction and organizational commitment under the context of school autonomy reform. A path model has been developed to define the relationships between principal leadership and teachers’ outcomes via mediating variables. Multiple-group comparison was used to explore the effect of school autonomy gap in this process. We collected the data through a survey carried out in 26 senior secondary schools in China. In total 528 teachers and 59 principals and assistant principals participated. The results suggest a significant influence of instructional and transformational leadership on teachers’ job satisfaction and organizational commitment, mediated by the indirect impact of school climate and teachers’ self-efficacy. School autonomy gap, which is closely related to principal leadership, emerged as an important influence in the path model.