Transformational leadership

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

Emotional intelligence, moral reasoning and transformational leadership

Abstract: Using university residence staff as our leaders of interest, we explored the association of emotional intelligence and moral reasoning to leadership style and effectiveness. A total of 58 residence staff completed questionnaires assessing their emotional intelligence and moral reasoning. Subordinates (n=232) rated the residence staff’s leadership behaviours and effectiveness. Residence staff’s supervisors (n=12) also provided similar effectiveness ratings. Analysis showed that leaders who reported higher levels of emotional intelligence were perceived by their followers as higher in transformational leadership and more effective. Interestingly, having high emotional intelligence was not related to supervisor’s ratings of effectiveness. Supervisors associated greater job effectiveness with higher moral reasoning. Theoretical implications and practical applications of these findings are discussed.

Transformational leadership and innovative work behavior

Abstract: Purpose – The purpose of this paper is to explore the mediating role of psychological empowerment and the moderating role of self-construal (independent and interdependent) on the relationship between transformational leadership and employees’ innovative work behavior (IWB). Design/methodology/approach – A total of 639 followers and 87 leaders filled out questionnaires from cross-industry sample of five most innovative companies of China. Structural equation modeling was used to analyze the relations. Findings – Results revealed that psychological empowerment mediated the relationship between transformational leadership and IWB. The research established that transformational leadership positively influences IWB which includes idea generation as well as idea implementation. The results also showed that the relationship between transformational leadership and IWB was stronger among employees with a higher interdependent self-construal and a lower independent self-construal. Originality/value – This study ad...

Mitigating stress and burnout by implementing transformational‐leadership

Abstract: Purpose – To examine the impact of transformational‐leadership on job stress (JS) and the impact of (JS) on burnout.Design/methodology/approach – Hospitality industry employees were interviewed regarding the type of leadership used by their managers, the stress they felt due to their jobs, and the degree to which they felt they were “burned out.”Findings – Degree of perceived burnout is related to degree of perceived stress and degree of perceived stress is related to type of leadership employed by managers.Practical implications – If employees perceive that their managers are using transformational‐leadership, (JS) is perceived as less than if it is perceived as not being used. Given the costs associated with employee replacement, reduced burnout means a reduction in those costs. And, the social and economic cost to society of treating employees who are “burned out” is reduced.Originality/value – This paper shows that the relationship between type of leadership, (JS) and burnout is not only the province ...

Leadership behaviors, organizational culture and knowledge management practices: An empirical investigation

Abstract: Purpose – The purpose of this study is to investigate the relationship between leadership behaviors and knowledge management (KM) practices. More specifically, it aims to examine the influence of transformational and transactional leadership behaviors on KM, and the moderating effect of organizational culture on this relationship, in the context of small‐to‐medium sized enterprises (SMEs) operating in Australia.Design/methodology/approach – A total of four hypotheses were proposed for testing. It also provides is a succinct review of KM basics relevant to the study, the relationship between leadership and KM, and leadership and organizational culture.Findings – The results suggest that both transformational and transactional leadership are positively related to KM practices. They also reveal that charismatic leadership and contingent reward leadership behaviors have greater influence on all the dimensions of KM practices.Research limitations/implications – A key limitation of this study is its cross‐secti...

Refining individualized consideration: Distinguishing developmental leadership and supportive leadership

Abstract: This study explores the theoretical and empirical distinction between developmental leadership and supportive leadership, which are currently encompassed in a single sub dimension of transformational leadership, individualized consideration. Items were selected to assess these constructs, and hypotheses regarding the differential effects of developmental and supportive leadership were proposed. Confirmatory factor analyses provided support for the proposed distinction between developmental and supportive leadership, although these leadership factors were very strongly associated. Structural equation modelling and multi-level modelling results indicated that both developmental leadership and supportive leadership displayed unique relationships with theoretically selected outcome measures. Developmental leadership displayed significantly stronger relationships with job satisfaction, career certainty, affective commitment to the organization and role breadth self-efficacy than did supportive leadership. Results provide initial evidence in support of the discriminant validity of these two types of leadership. Discussion focuses on the need to further examine the construct of developmental leadership.