Transformational leadership

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

Does Mentor-Protégé Agreement on Mentor Leadership Behavior Influence the Quality of a Mentoring Relationship?:

Abstract: This study examined whether mentor-protege agreement regarding mentor transformational leadership behavior would influence the quality of mentoring relationships. Mentors in 199 mentor-protege dyads were classified as overestimators, underestimators, or in agreement based on the difference between mentor’s self-rating and protege’s rating of mentor’s transformational leadership behaviors. Results of multivariate analysis of variance indicated that underestimator dyads experience the highest quality of mentoring relationships in terms of psychosocial support received, career development, and perceived mentoring effectiveness. The practical implications of these findings are discussed.

Flukes, Opportunities, and Planned Interventions: Factors Affecting Women’s Decisions to Become School Administrators

Abstract: This article presents the results of an exploratory study of women in educational administration that focused on women’s decisions to enter educational administration Findings suggest that the career aspirations of women who ultimately enter the field of educational administration are intricately related to their career commitments, positional goals, and leadership orientations Furthermore, although women who go into administration may have personal characteristics that set them apart from women who do not, it also appears that at least three factors greatly affect women’s entrance into administration: their administrative role models, their exposure to transformative leadership styles, and the endorsements and/or support that they receive

Warning for excessive positivity : Authentic leadership and other traps in leadership studies

Abstract: We study authentic leadership as a prominent but problematic example of positive leadership that we use as a more general “warning” against the current fashion of excessive positivity in leadership studies. Without trying to cover “everything”, we critically examine the principal tenets of mainstream authentic leadership theory and reveal a number of fundamental flaws: shaky philosophical and theoretical foundations, tautological reasoning, weak empirical studies, nonsensical measurement tools, unsupported knowledge claims and a generally simplistic and out of date view of corporate life. Even though our study focuses on authentic leadership, much of our criticism is also applicable to other popular positive leadership theories, such as transformational, servant, ethical and spiritual leadership. (Less)

Authentic Leadership and Follower Development Psychological Capital, Positive Work Climate, and Gender

Abstract: This article contributes to the theoretical understanding of the relationship between authentic leadership and follower psychological capital. Structural equation models using a representative national sample of working adults revealed a positive relationship between authentic leadership and followers’ psychological capital, partially mediated by positive work climate, and a significant moderating effect from gender. Findings support previous predictions about the effects of authentic leadership and begin to reveal the mechanisms by which authentic leaders affect followers. Moreover, they underscore the need to consider the influence of follower characteristics in understanding leadership outcomes. Implications and directions for future research are discussed.

Social network approaches to leadership: an integrative conceptual review.

Abstract: Contemporary definitions of leadership advance a view of the phenomenon as relational, situated in specific social contexts, involving patterned emergent processes, and encompassing both formal and informal influence. Paralleling these views is a growing interest in leveraging social network approaches to study leadership. Social network approaches provide a set of theories and methods with which to articulate and investigate, with greater precision and rigor, the wide variety of relational perspectives implied by contemporary leadership theories. Our goal is to advance this domain through an integrative conceptual review. We begin by answering the question of why-Why adopt a network approach to study leadership? Then, we offer a framework for organizing prior research. Our review reveals 3 areas of research, which we term: (a) leadership in networks, (b) leadership as networks, and (c) leadership in and as networks. By clarifying the conceptual underpinnings, key findings, and themes within each area, this review serves as a foundation for future inquiry that capitalizes on, and programmatically builds upon, the insights of prior work. Our final contribution is to advance an agenda for future research that harnesses the confluent ideas at the intersection of leadership in and as networks. Leadership in and as networks represents a paradigm shift in leadership research-from an emphasis on the static traits and behaviors of formal leaders whose actions are contingent upon situational constraints, toward an emphasis on the complex and patterned relational processes that interact with the embedding social context to jointly constitute leadership emergence and effectiveness.