Transformational leadership

About: Transformational leadership is a research topic. Over the lifetime, 18939 publications have been published within this topic receiving 600379 citations.

Measurement of Transformational Leadership and its Relationship with Team Cohesion and Performance Level

Abstract: The present study explored the construct validity of a Differentiated Transformational Leadership Inventory and its relationship with team cohesion and performance level. Three hundred and nine club standard ultimate Frisbee players in the United Kingdom (mean age = 24.30 years, SD = 3.90) completed an adapted version of Hardy, Arthur, Jones, Shariff, Munnoch, Isaacs, and Allsopp et al.'s (in press) Differentiated Transformational Leadership Inventory and the Group Environment Questionnaire (Carron, Widmeyer, & Brawley, 1985). Confirmatory factor analysis revealed evidence for the factorial and discriminant validity of the leadership inventory. Furthermore, results demonstrated that the leadership behaviors of fostering acceptance of group goals and promoting team work, high performance expectations, and individual consideration significantly predicted task cohesion; and fostering acceptance of group goals and promoting teamwork significantly predicted social cohesion. Performance level moderated these re...

Leadership and employees’ reactions to change: the role of leaders’ personal attributes and transformational leadership style

Abstract: We examined the role of leaders’ personal attributes and transformational leadership behaviors in explaining employees’ intentions to resist a large-scale organizational change. Through a multilevel analysis of data from 75 school principals and 586 teachers, we found that teachers’ intentions to resist the organizational change were negatively related to their principals’ openness to change values and transformational leadership behaviors, and positively related to their principals’ dispositional resistance to change. Furthermore, principals’ transformational leadership behaviors moderated the relationship between teachers’ dispositional resistance and intentions to resist the change.

Leadership practices and staff nurses' intent to stay: a systematic review.

Abstract: cowden t.,cummings g. & profetto-mcgrath j (2011) Journal of Nursing Management19, 461–477 Leadership practices and staff nurses’ intent to stay: a systematic review Aim The aim of the present study was to describe the findings of a systematic review of the literature that examined the relationship between managers’ leadership practices and staff nurses’ intent to stay in their current position. Background The nursing shortage demands that managers focus on the retention of staff nurses. Understanding the relationship between leadership practices and nurses’ intent to stay is fundamental to retaining nurses in the workforce. Methods Published English language articles on leadership practices and staff nurses’ intent to stay were retrieved from computerized databases and a manual search. Data extraction and quality assessments were completed for the final 23 research articles. Results Relational leadership practices influence staff nurses’ intentions to remain in their current position. Conclusion This study supports a positive relationship between transformational leadership, supportive work environments and staff nurses’ intentions to remain in their current positions. Incorporating relational leadership theory into management practices will influence nurse retention. Advancing current conceptual models will increase knowledge of intent to stay. Clarifying the distinction between the concepts intent to stay and intent to leave is needed to establish a clear theoretical foundation for further intent to stay research. Implications for Nurse Managers Nurse managers and leaders who practice relational leadership and ensure quality workplace environments are more likely to retain their staff. The findings of the present study support the claim that leadership practices influence staff nurse retention and builds on intent to stay knowledge.

Long Term Forecasting of Transformational Leadership and Its Effects Among Naval Officers: Some Preliminary Findings

Abstract: : The purpose of this study was to propose, provide measures of, and test a general model of transformational leadership and its relationship to various precursors and consequences in a sample of United States Navy (USN) officers. The 186 officers were on active duty assigned to the surface warfare fleet and graduates of the United States Naval Academy (USNA). Data about the officers were collected from USNA records (pre- and post- admissions assessments), 793 senior subordinates of the officers, and USN records that contained superiors' performance evaluations of the officers. The preliminary results of this study indicate that (1) high school rank and verbal and math aptitude were predictors of academic and military success at the USNA; (2) military performance at the USNA was a predictor of charismatic and inspirational leadership and effectiveness as rated by subordinates as well as superiors' performance evaluations; and (3) transformational as compared to transactional leadership as rated by subordinates was more strongly related to subordinates' evaluations of effectiveness and satisfaction with the focal officers and superiors' ratings of the focal officers' performance. Given these preliminary findings, several directions for future research are discussed.

Leadership : theory and practice

Abstract: Part I: Introduction to Leadership. The Importance of Learning Leadership. From Management to Leadership. Part II: Research Perspectives on Individual Leadership. Traits, Behaviours, & Relationships. Contingency Approaches. Part III: Leader As Visionary. Leadership Vision & Strategic Direction. Leadership Communication. Part IV: Shaping Culture and Values. Designing and Leading a Learning Organisation. Part V: Leader as Relationship Builder. Motivation and Empowerment. Leading Teams. Leadership and Multiculturalism. Part VI: Personal Side of Leadership. Leader Head and Heart. Courage and Moral Leadership. Followership. Part VII: Leading Change & Transformation. Leading Change. Leader Decision Making, Power and Influence.