Transformational leadership

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

A field study of a cognitive approach to understanding transformational and transactional leadership

Abstract: A part of the cognitive model of transformational and transactional leadership proposed by Wofford and Goodwin (1994) was examined in a field setting. Ninety-six managers and 157 subordinates completed questionnaires that assessed transformational leadership and transactional leadership dimensions, four cognitive variables (i.e., follower-schemata, motivation-scripts, abstractness of vision, and idealization of vision) and three dependent variables (i.e., subordinate satisfaction with supervision, subordinate perception of leader effectiveness, and leaders' evaluation of group effectiveness). Partial Least Squares (PLS) analyses indicated that the data generally supported the hypothesized model. Some of the proposed relationships examined, however, were not statistically significant. Implications of the findings for application and future research were discussed.

A multilevel study of transformational leadership, identification, and follower outcomes.

Abstract: Using a sample from a large diversified company, this study examines the influence processes of transformational leadership (TFL) at both the individual and group levels concurrently and explores cross-level relationships. Results showed that, at the individual level, followers' personal identification with the leader mediated the effects of individual-focused TFL behavior on individual performance and empowerment. At the group level, group identification mediated the effect of group-focused TFL behavior on collective efficacy. Results also supported two cross-level effects from the group level to the individual level. The paper addresses the implications for leaders of motivating individuals and teams, at the same time.

Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective☆

Abstract: Drawing on social exchange theory, the present study investigates the underlying mechanisms through which transformational leadership influences employee turnover. Leader–member exchange (LMX) and affective commitment (AC) are proposed as supervisor-based and organization-based social exchange mechanisms respectively, exemplifying how social exchange processes occur between an employee and his/her supervisor, and between the employee and his/her organization as a whole to underpin the effect of transformational leadership on turnover outcomes. Results of structural equation modeling on a sample of 490 full-time employees working in a large telecommunication company in the PRC provided support for the notion that transformational leadership is related to both social exchange mechanisms – LMX and AC – turnover intention and turnover behavior. Furthermore, the results revealed that AC rather than LMX mediated the link between transformational leadership and turnover intention. Turnover intention also only mediated the relationship between AC and turnover behavior over time.

How can we make sense of leadership in the 21st century

Abstract: Explores the development of thinking on leadership and places it in the context of the dominant discourses of the period in which studies were conducted. Argues that if a “sense making” paradigm is adopted. it becomes feasible to identify a model of leadership, which is relevant to the context of complexity and change facing organisations in the early twenty‐first century. The model emerges when the measure of effectiveness is changed from organisational success to the impact of the leader on followers and on building of capability. The argument for such a shift is underpinned by the movement of dominant organisational logic from a Weberian rational/analytical one to a logic which acknowledges emotional considerations. Within the leadership arena it has been proposed that emotional intelligence is a major factor underpinning success. Presents data from recent research, which empirically demonstrates linkages between emotional intelligence and leadership. These findings are examined in conjunction with the “Emergent model”.

The origins of vision: Effects of reflection, models, and analysis

Abstract: Although vision is known to be a critical component of outstanding leadership, little is known about how people create viable visions. Drawing from a model of vision formation proposed by Mumford and Strange [Mumford, M. D., & Strange, J. M. (2002). Vision and mental models: The case of charismatic and ideological leadership. In B. J. Avolio & F. J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (pp. 109–142). Oxford, England: Elsevier], 212 undergraduates were asked to form a vision for an experimental secondary school where they would be the new principal. In addition to a plan for implementation of their vision, participants were asked to write a speech describing their vision for the school that was to be given to relevant constituencies. The conditions of performance were varied to manipulate the quality of the models available, reflection on past experience in secondary schools, and analysis of key goals and key causes. It was found that the availability of viable models and an analysis of key causes, and key goals, coupled with reflection, led to the generation of evocative visions and somewhat better plans. The implications of these findings for understanding vision formation and leader development are discussed.