Transformational leadership

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

Leadership predictors of innovation and task performance: Subordinates' self-esteem and self-presentation as moderators

Abstract: This study examined self related subordinate variables as moderators of relationships between supervisors’ leadership behaviours (transformational as well as active corrective transactional leadership) and subordinates’ innovative behaviour and task performance. Based on behavioural plasticity and self monitoring theory, we hypothesized that these associations would be moderated by subordinates’ organization based self esteem and by their propensity to modify self presentation, a major facet of the self monitoring construct. Field survey data (N ¼ 161) collected in research and development, marketing and human resources departments of several German companies revealed that transformational leadership positively predicted both criteria, whereas active corrective transactional leadership negatively predicted innovation. As hypothesized, transformational leadership related more strongly and positively to innovation for subordinates low in organization based self esteem. When subordinates were low in self presentation propensity, active corrective transactional leadership was negatively, and transformational leadership was positively associated with task performance.

Neuroticism and locus of control as moderators of the relationships of charismatic and autocratic leadership with burnout.

Abstract: This study examined the moderating role of personality traits in the relationship between leader behavior and burnout. In two samples, employees (N = 91; N = 190) filled out the Maslach Burnout Inventory-General Survey and rated their leader's autocratic and charismatic leader behavior and their own neuroticism and internal work locus of control. As expected, neuroticism and internal work locus of control moderated the relationship between leader behavior and burnout. Charisma was associated with lower burnout, particularly for individuals low on internal locus. The relationship between autocratic leadership and burnout was positive for neurotic individuals, whereas for emotionally stable individuals this relationship weakened. These results were consistent across two independent samples: one with individual employee ratings of manager's leadership styles and the other with aggregate ratings of manager's leadership styles among employees in diverse organizations. Thus, although charismatic and autocratic leader behavior may respectively act to hinder or enhance overload and stress, the relationship between these leadership styles and burnout differs for followers with different traits.

Leader-follower values congruence: are socialized charismatic leaders better able to achieve it?

Abstract: In a field study, the authors investigated the relationship between socialized charismatic leadership and values congruence between leaders and followers. Socialized charismatic leadership theory holds that charismatic leaders convey a values-based message and bring about values congruence between themselves and their followers. Yet, other research suggests that individuals' values are stable and closely linked to occupational membership and that employees' values are therefore likely to be quite difficult to change. Results of this study suggest that occupations are indeed associated with multiple types of employee values. The results also demonstrate that, for 3 of the 4 values studied, socialized charismatic leadership is associated with values congruence between the specific values leaders say they transmit to their followers and the values their followers say they use in work. The findings shed additional light on the values alignment process. Implications for research and practice are discussed.

Comparing the Effects of Instructional and Transformational Leadership on Student Achievement: Implications for Practice.

Abstract: The purpose of this study was to compare transformational and instructional leadership theories, examine the unique impact that school leaders have on student achievement, and determine which specific leadership practices are associated with increased student achievement. The sample for this study consisted of 590 teachers in 37 elementary schools in the Intermountain West of the United States. Teachers rated their principals’ leadership style according to the Multifactor Leadership Questionnaire (Transformational Leadership) and the Principal Instructional Management Rating Scale (Instructional leadership). Student achievement was measured by a criterion referenced test. Hypotheses were tested using regression analysis. Results indicated that instructional leadership explained more of the variance in student achievement than did transformational leadership. Principals’ leadership style tended to have a meaningful impact on student achievement beyond the impact of school context and principal demographics...