Topic
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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TL;DR: Wang et al. as mentioned in this paper explored the unique effect of entrepreneurial leadership on the relationship between employees' creative self-efficacy (CSE) and innovative behavior using multi-level data from multiple sources, namely, 66 middle-level managers and their 346 subordinates from a large Chinese multinational organization.
227 citations
Book•
20 Jul 1999
TL;DR: A masterpiece of integration and application that draws widely on the best Christian and scientific sources on development and draws solid conclusions from what we have learned from experience in ministries around the world, Bryant Myers shows how Christian mission can contribute to dismantling poverty and social evil as discussed by the authors.
Abstract: Proposes an understanding of development in which the physical, social, and spiritual dimensions of life are seamlessly interrelated. "A masterpiece of integration and application that draws widely on the best Christian and scientific sources on development and draws solid conclusions from what we have learned from experience in ministries around the world." From the Foreword by Paul G. Hiebert "A book from which Christians of every church tradition can draw deeply and profit greatly. The practical wisdom found here can only be the result of what is expressed by its title: 'walking with the poor.'"-- --Stephen B. Bevans, Catholic Theological Union In this revised and updated edition of a modern classic, Bryant Myers shows how Christian mission can contribute to dismantling poverty and social evil. Integrating the best principles and practice of the international development community, the thinking and experience of Christian nongovernmental organizations (NGOs), and a theological framework for transformational development, Myers demonstrates what is possible when we cease to treat the spiritual and physical domains of life as separate and unrelated.
227 citations
TL;DR: In this paper, the authors examined how self-sacrificial leadership predicts leadership effectiveness as a function of leader's display of self-confidence and concluded that more research is needed focusing on the interactions between different leadership behaviors and the psychological processes underlying these effects.
227 citations
TL;DR: In this paper, the authors examined whether leaders are perceived as more effective when they have "feminine", "masculine" or "androgynous" characteristics, and how this relates to the leader's and followers' sex.
Abstract: The notion of ‘think manager–think male’ has been demonstrated in many studies. The current study examines whether leaders are perceived as more effective when they have ‘feminine’, ‘masculine’ or ‘androgynous’ characteristics, and how this relates to the leader's and followers' sex. Using carefully matched samples of 930 employees of 76 bank managers, we studied the relationship between managers' gender-role identity (perceived ‘femininity’, ‘masculinity’ and ‘androgyny’) and how this relates to leadership effectiveness in terms of transformational leadership and personal identification with the leader. Our findings show that among both male and female leaders, ‘androgyny’ was more strongly related to transformational leadership and followers' identification than ‘non-androgyny’, and that leaders' ‘femininity’ was more strongly related to leadership effectiveness than ‘masculinity’. Furthermore, the results show that women paid a higher penalty for not being perceived as ‘androgynous’ (mixing ‘femininity’ and ‘masculinity’), in comparison to men with regard to personal identification. When examining same- versus cross-sex relationships, we found that ‘non-androgynous’ male managers were rated higher by their male employees than by their female employees. Our findings suggest that women and men who are interested in being perceived as effective leaders may be well advised to blend ‘feminine’ and ‘masculine’ behaviors, and even more so when they are in situations of non-congruency (i.e., women in leadership roles and leading in cross-sex relationships). We discuss the implications of these findings for both theory and practice.
226 citations
TL;DR: It is found that EL significantly, albeit weakly in some cases, predicted task performance, citizenship behavior, and counterproductive work behavior-even after controlling for the effects of such variables as transformational leadership, use of contingent rewards, management by exception, interactional fairness, and destructive leadership.
Abstract: This study examines the criterion-related and incremental validity of ethical leadership (EL) with meta-analytic data. Across 101 samples published over the last 15 years (N = 29,620), we observed that EL demonstrated acceptable criterion-related validity with variables that tap followers' job attitudes, job performance, and evaluations of their leaders. Further, followers' trust in the leader mediated the relationships of EL with job attitudes and performance. In terms of incremental validity, we found that EL significantly, albeit weakly in some cases, predicted task performance, citizenship behavior, and counterproductive work behavior-even after controlling for the effects of such variables as transformational leadership, use of contingent rewards, management by exception, interactional fairness, and destructive leadership. The article concludes with a discussion of ways to strengthen the incremental validity of EL. (PsycINFO Database Record
226 citations