Topic
Transformational leadership
About: Transformational leadership is a research topic. Over the lifetime, 18939 publications have been published within this topic receiving 600379 citations.
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TL;DR: In this article, a study of 130 construction executives for their emotional intelligence (EI) as measured by their emotional quotient was conducted, and the authors identified five specific components of EI that are related to transformational leadership behavior at a convincing level of statistical significance.
Abstract: The study documented in this paper builds upon the concept of multiple intelligences by examining the need for a greater concept of intelligence within the construction profession. Specifically, the paper documents the study of 130 construction executives for their emotional intelligence (EI) as measured by their emotional quotient. In this study, the writers analyze the relationship between EI and leadership behaviors, specifically examining the relationship between EI and transformational leadership behaviors. The paper outlines the strengths and weaknesses found in executives in relation to developing transformational leadership behaviors. Through the use of established testing procedures, the researchers identify five specific components of EI that are related to transformational leadership behavior at a convincing level of statistical significance. Of particular importance is the identification of interpersonal skills and empathy as key EI behaviors that need additional attention during the developme...
153 citations
TL;DR: In this paper, the classic metaphor of the manager as one who fights fires may need to be replaced by that of one who focuses on fire prevention, and the metaphor is replaced by a fire prevention metaphor.
Abstract: The classic metaphor of the manager as one who fights fires may need to be replaced by that of one who focuses on fire prevention.
153 citations
TL;DR: The concept of core self-evaluations provides one way to conceptualize this requisite positive self-construal as mentioned in this paper, which is a need for individuals who have the confidence and assertiveness to adapt to and create positive change in contemporary organizations.
153 citations
TL;DR: In this article, the authors examined the effects of a differentiated model of transformational leadership on follower outcomes and found that fostering acceptance of group goals, inspirational motivation, appropriate role model, individual consideration, and contingent reward significantly discriminated between pass and failure.
Abstract: Two studies examined the effects of a differentiated model of transformational leadership on follower outcomes. In Study 1, 484 UK Royal Marine recruits completed questionnaires about their trainers' leadership behaviors and their own attitudes towards training. Training outcome was measured as successful completion of training or non-completion. Discriminant function analyses identified that fostering acceptance of group goals, inspirational motivation, appropriate role model, individual consideration, and contingent reward significantly discriminated between pass and failure. A separate discriminant function analyses revealed that the attitudinal variables of self-confidence, resilience, and satisfaction also successfully discriminated between pass and failure. Study 2 used a true experimental design to examine the effectiveness of a transformational leadership intervention. Participants were 85 experimental and 67 control recruits who completed questionnaires at weeks 5 and 15 of recruit training. Results revealed that 3 of the 5 key leadership behaviors, and all of the 3 recruit attitudinal variables measured, were significantly enhanced by the intervention.
153 citations
TL;DR: In this paper, the authors develop and test a model of pseudo-transformational leadership, which is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational and laissez-faire (non)-leadership.
Abstract: We develop and test a model of pseudo-transformational leadership. Pseudo-transformational leadership (i.e., the unethical facet of transformational leadership) is manifested by a particular combination of transformational leadership behaviors (i.e., low idealized influence and high inspirational motivation), and is differentiated from both transformational leadership (i.e., high idealized influence and high inspirational motivation) and laissez-faire (non)-leadership (i.e., low idealized influence and low inspirational motivation). Survey data from senior managers (N = 611) show differential outcomes of transformational, pseudo-transformational, and laissez-faire leadership. Possible extensions of the theoretical model and directions for future research are offered.
152 citations