Topic
Transformational leadership
About: Transformational leadership is a research topic. Over the lifetime, 18939 publications have been published within this topic receiving 600379 citations.
Papers published on a yearly basis
Papers
More filters
01 Jan 1988
251 citations
••
TL;DR: This article found that despite collaborative efforts, teachers maintain their entry level fundamental beliefs about the nature of scientific content knowledge, teach- ing, and assessment practices, and that major contextual barriers to change are identified and support should be provided to help teachers interpret and rethink their practice in venues beyond institutes.
Abstract: Current literature reports that the reorganization of schools through national ef- forts is not closely paralleled to subsequent local classroom changes. The focus of this study concerns teachers' beliefs and their interpretations of a 2-week summer institute intended to change their treatment of scientific knowledge and assessment strategies at the classroom level. Furthermore, this study suggests that major contextual barriers to change should be identified and support should be provided to help teachers interpret and rethink their practice in venues beyond institutes. Despite collaborative efforts, participants were found to maintain their entry level fundamental beliefs about the nature of scientific content knowledge, teach- ing, and assessment practices. Reaching beyond past research on reform and reports of change in teachers, this study attempts to explicate the struggle of making lasting and deeply rooted change in teacher beliefs that results in the transformation of traditional science teaching. © 1997 John Wiley & Sons, Inc. Sci Ed 81:137 - 159, 1997.
250 citations
•
01 Jun 1996
TL;DR: Klenke as discussed by the authors examines women's access to leadership roles and how these roles are perceived in society, using real-life examples and case studies of prominent women, and explores the complex interactions between gender, leadership, and culture.
Abstract: This book examines women's access to leadership roles and how these roles are perceived in society. It represents one of the first scholarly examinations of the burgeoning field of leadership. Using real-life examples and case studies of prominent women, Dr. Klenke explores the complex interactions between gender, leadership, and culture. Topics include the changing conceptions of leadership, women leaders in history, contemporary leadership theories, barriers to women's leadership, and women leaders worldwide. This volume is of primary interest to educators and students involved in women's studies programs as well as in courses in gender and leadership.
249 citations
••
TL;DR: In this article, a large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices.
Abstract: This research investigates the interplay between leadership styles and institutional corporate social responsibility (CSR) practices. A large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices. Furthermore, stakeholder-oriented marketing reinforces the positive link between transformational leadership and institutional CSR practices. Finally, transactional leadership enhances, whereas transformational leadership diminishes, the positive relationship between institutional CSR practices and organizational outcomes. This research highlights the differential roles that transformational and transactional leadership styles play for a firm’s institutional CSR practices and has significant implications for theory and practice.
248 citations
••
TL;DR: In this paper, the authors meta-analytically review the relationship between three leadership constructs (transformational leadership, leader-member exchange, and abusive supervision) and stress and burnout.
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.
247 citations