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Transformational leadership

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


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Journal ArticleDOI
TL;DR: This paper conducted an experiment with 191 college undergraduates to test Boal and Bryson's (1988) assertions that there are at least two forms of charismatic leadership under crisis conditions (visionary and crisis responsive) and that once the crisis condition has abated, the effects of crisis-responsive leadership deteriorate comparatively faster than other forms of charisma.
Abstract: A single factor, seven-level, repeated measures, unbalanced experiment was conducted with 191 college undergraduates to test Boal and Bryson's (1988) assertions that: (1) there are at least two forms of charismatic leadership under crisis conditions—visionary and crisis-responsive; and (2) once the crisis condition has abated, the effects of crisis-responsive leadership deteriorate comparatively faster than other forms of charismatic leadership. The experiment consisted of four crisis condition leadership treatments (crisis-responsive, visionary under crisis, exchange under crisis, and low expressiveness under crisis) and three no-crisis condition leadership treatments (visionary no crisis, exchange no crisis, and low expressiveness no crisis) at time one followed by low expressiveness no crisis at time two. Two graduate student “leaders” who memorized carefully prepared scripts delivered the leadership treatments. Analysis consisted of 28 a priori comparisons of cell means and repeated measures ANOVA to determine significant main effects as well as interactions. We found support for our hypothesis that there are two forms of charisma (visionary and crisis-responsive) and that, in the absence of crisis, the effects of crisis responsive charisma decay faster than do the effects of visionary charisma. Some men see things as they are and ask why? I dream things that never were and ask, why not? —Robert F. Kennedy as quoted in Ted's eulogy for Robert ( Kennedy, 1968 , p. 58) There are no great men. There are only great challenges which ordinary men are forced by circumstances to meet. —W. F. “Bull” Halsey in Lay and Gilroy (1959) The quotes above capture the essence of much of the current literature concerning charismatic leadership. Is charisma primarily based on the vision of an extraordinary leader or does it evolve from rising to face extraordinary circumstances, such as a crisis? Strong adherents of Weber (e.g., Beyer, 1999; Trice & Beyer, 1986 , pp. 118–119) argue that he considers the following five interacting elements as crucial in producing charisma: 1. An extraordinarily gifted person; 2. A social crisis or situation of desperation; 3. A set of ideas providing a radical solution to the crisis; 4. A set of followers who are attracted to the exceptional person and who come to believe that he or she is directly linked to transcendent powers; and 5. The validation of that person's extraordinary gifts and transcendence by repeated successes. Trice and Beyer (1986) viewed charisma as a sociological phenomenon that emerged from the interaction of all of these elements, and argued that all of them must be present to some degree for charisma to occur.

244 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
09 Jun 2009
TL;DR: The Social Change Model of Leadership Development (SCLM) as discussed by the authors is a model of change in the leadership development process that is based on the social change model of social change.
Abstract: Preface. About the Authors and Editors. PART 1: SOCIAL CHANGE AND THE SOCIAL CHANGE MODEL OF LEADERSHIP DEVELOPMENT. 1. What Is Social Change (Wendy Wagner)? 2. An Overview of the Social Change Model of Leadership Development (Kristan Cilente). 3. Applying the Social Change Model: A Case Study Approach Jose-Luis Riera). 4. Change (Nurredina Workman). PART 2: SOCIETAL/COMMUNITY VALUES. 5. Citizenship (Jennifer Bonnet). PART 3: GROUP VALUES. 6. Collaboration (Jordan England). 7. Common Purpose (Alex Teh). 8. Controversy with Civility (Cecilio Alvarez). PART 4: INDIVIDUAL VALUES. 9. Consciousness of Self (Justin Fincher). 10. Congruence (Tricia Shalka). 11. Commitment (Ashlee M. Kerkhoff and Daniel T. Ostick). PART 5: CHANGE AGENTS. 12. Becoming a Change Agent (Marybeth J. Drechsler and William A. Jones). Epilogue. Susan R. Komives and Wendy Wagner. Further Readings. Index.

243 citations

Journal ArticleDOI
TL;DR: In this paper, a theoretical model of situation and person antecedents of change-oriented organizational citizenship behaviors (OCBs) is developed and tested with a sample of 183 full-time boundary-spanning employees of a national retail sales organization.

243 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examine how the effectiveness of transformational leadership may vary depending on the cultural values of an individual, and develop the logic for why the individual value of traditionality (emphasizing respect for hierarchy in relationships) moderates the relationship between six dimensions of Transformational Leadership and leadership effectiveness.
Abstract: This research examines how the effectiveness of transformational leadership may vary depending on the cultural values of an individual. We develop the logic for why the individual value of traditionality (emphasizing respect for hierarchy in relationships) moderates the relationship between six dimensions of transformational leadership and leadership effectiveness. The hypotheses are examined on leaders from Asia and North America. The results indicate support for the moderating effect of traditional values on the relationship between four dimensions of transformational leadership (appropriate role model, intellectual stimulation, high performance expectations, and articulating a vision) on leadership effectiveness. Copyright © 2005 John Wiley & Sons, Ltd.

243 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20242
20231,359
20222,757
20211,032
20201,252
20191,209