Transformational leadership

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

The Roles of System and Organizational Leadership in System-Wide Evidence-Based Intervention Sustainment: A Mixed-Method Study

Abstract: If evidence-based interventions (EBIs) are not sustained, investments are wasted and public health impact is limited. Leadership has been suggested as a key determinant of implementation and sustainment; however, little empirical work has examined this factor. This mixed-methods study framed using the Exploration, Preparation, Implementation, Sustainment (EPIS) conceptual framework examines leadership in both the outer service system context and inner organizational context in eleven system-wide implementations of the same EBI across two U.S. states and 87 counties. Quantitative data at the outer context (i.e., system) and inner context (i.e., team) levels demonstrated that leadership predicted future sustainment and differentiated between sites with full, partial, or no sustainment. In the outer context positive sustainment leadership was characterized as establishing a project's mission and vision, early and continued planning for sustainment, realistic project plans, and having alternative strategies for project survival. Inner context frontline transformational leadership predicted sustainment while passive-avoidant leadership predicted non-sustainment. Qualitative results found that sustainment was associated with outer context leadership characterized by engagement in ongoing supportive EBI championing, marketing to stakeholders; persevering in these activities; taking action to institutionalize the EBI with funding, contracting, and system improvement plans; and fostering ongoing collaboration between stakeholders at state and county, and community stakeholder levels. For frontline leadership the most important activities included championing the EBI and providing practical support for service providers. There was both convergence and expansion that identified unique contributions of the quantitative and qualitative methods. Greater attention to leadership in both the outer system and inner organizational contexts is warranted to enhance EBI implementation and sustainment.

Leader self-structure: A framework for positive leadership

Abstract: We expand the conceptualization of positive leadership and hypothesize that leaders' ability to influence followers across varied complex situations will be enhanced through the development of a rich and multifaceted self-construct. Utilizing self-complexity theory and other aspects of research on self-representation, we show how the structure and structural dynamics of leaders' self-constructs are linked to their varied role demands by calling forth cognitions, affects, goals and values, expectancies, and self-regulatory plans that enhance performance. Through this process, a leader is able to bring the “right stuff” (the appropriate ensemble of attributes) to bear on and succeed in the multiple challenges of leadership. We suggest future research to develop dimensional typologies related to leadership-relevant aspects of the self and also to link individual positive self-complexity to more aggregate positive organizational processes. Copyright © 2009 John Wiley & Sons, Ltd.

Transformational Leadership Moderates the Relationship Between Emotional Exhaustion and Turnover Intention Among Community Mental Health Providers

Abstract: Public sector mental health care providers are at high risk for burnout and emotional exhaustion which negatively affect job performance and client satisfaction with services. Few studies have examined ways to reduce these associations, but transformational leadership may have a positive effect. We examine the relationships between transformational leadership, emotional exhaustion, and turnover intention in a sample of 388 community mental health providers. Emotional exhaustion was positively related to turnover intention, and transformational leadership was negatively related to both emotional exhaustion and turnover intention. Transformational leadership moderated the relationship between emotional exhaustion and turnover intention, indicating that having a transformational leader may buffer the effects of providers’ emotional exhaustion on turnover intention. Investing in transformational leadership development for supervisors could reduce emotional exhaustion and turnover among public sector mental health providers.

The relationships among leadership styles, entrepreneurial orientation, and business performance

Abstract: This study aims to contribute to the knowledge of leadership styles and entrepreneurial orientation at small and medium enterprises as well as their effects on business performance. This study examines how leadership style can affect the development and implementation of entrepreneurial orientation in small and medium enterprises in Taiwan. It is also designed to examine the effects of leadership styles and entrepreneurial orientation on business performance. Significant conclusions from this study are that different leadership styles may affect business performance; that transformational leadership is significantly more correlated to the business performance than is transactional leadership and passive-avoidant leadership; that entrepreneurial orientation is positively related to performance; and that transformational leadership with higher entrepreneurial orientation can contribute to higher business performance.

The Applicability of Bass's Model of Transformational, Transactional, and Laissez-Faire Leadership in the Hospital Administrative Environment

Abstract: The purpose of this study is to evaluate empirically in the hospital administrative environment the relationship of leadership behaviors to subordinate manager's perceived outcomes, through examination of B. M. Bass's (1985) model of transformational, transactional, and laissez-faire leadership. The author measured leadership orientation and outcome factors through subordinate managers' ratings of hospital CEOs using a questionnaire, which asked: Is there a relationship between the leadership styles of hospital CEOs and subordinate managers' self-reported willingness to exert extra effort, perception of leader effectiveness and satisfaction with their leader? Findings revealed that the relationship between transformational leadership and the outcome factors were stronger and more positive than were the transactional and laissez-faire styles. These findings are consistent with the hierarchal patterns reported and support the universality of the model.