Transformational leadership

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

The transformational leader: who is (s)he? A feminist perspective

Abstract: As women increasingly enter leadership roles that traditionally have been occupied by men, and with the increasing diffusion of transformational leadership theory, there is growing interest in the relationship between gender and transformational leadership. A wide array of feminist theories that have emerged in the last decades offer conceptual lenses, which can enrich an understanding of the role of gender in the organizational context and the study of leadership. This paper explores how various approaches in feminist thought intersect with the study of gender and transformational/charismatic leadership. I reviewed earlier studies with reference to the different feminist approaches, demonstrating how each reveals a different facet in the understanding of gender and transformational leadership. Finally, I point to the perspectives that have been neglected in this stream of research and offer directions for future research.

Rethinking health systems strengthening: key systems thinking tools and strategies for transformational change

Abstract: While reaching consensus on future plans to address current global health challenges is far from easy, there is broad agreement that reductionist approaches that suggest a limited set of targeted interventions to improve health around the world are inadequate. We argue that a comprehensive systems perspective should guide health practice, education, research and policy. We propose key 'systems thinking' tools and strategies that have the potential for transformational change in health systems. Three overarching themes span these tools and strategies: collaboration across disciplines, sectors and organizations; ongoing, iterative learning; and transformational leadership. The proposed tools and strategies in this paper can be applied, in varying degrees, to every organization within health systems, from families and communities to national ministries of health. While our categorization is necessarily incomplete, this initial effort will provide a valuable contribution to the health systems strengthening debate, as the need for a more systemic, rigorous perspective in health has never been greater.

A theoretical and empirical examination of the transactional and non-leadership dimensions of the Multifactor Leadership Questionnaire (MLQ)

Abstract: Bass and his colleagues initiated the empirical investigation of transformational and transactional leadership two decades ago. They proposed that transformational leadership is comprised of four dimensions, that transactional leadership is composed of three dimensions, and that an additional category of non-leadership exists (laissez-faire leadership). The Multifactor Leadership Questionnaire (MLQ) has been developed to assess these dimensions and much has been learned about the positive effects of transformational leadership. However, far less attention has been paid to transactional leadership and non-leadership. The current study examined the theoretical and empirical properties of each MLQ transactional leadership and non-leadership measure. We first looked at the four measures together, then examined the measures separately and subjected them to a number of additional analyses that varied depending on the issues of concern. Based on our findings, we offer recommendations about scale refinement and the need for new theory concerning the four transactional leadership and non-leadership dimensions of the MLQ.