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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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Journal Article
TL;DR: In this article, the influence of empowerment and transformational leaders on organizational commitment was investigated. But little is known about the mediating effect of empowerment in organizational leaders' behavior. And the results of the experiment showed that empowerment affects organizational commitment.
Abstract: e � Abstract�� � Organizationalleadershipliteraturehighlightsthattransformationalleadership� hasfoursalientfeatures:� intellectualstimulation,� individualizedconsideration,� individualized� influencedattributed,� andindividualizedinfluencebehavior� Theabilityofleaderstoproperly� implementthisleadershipstylemayhaveasignificantimpactonorganizationalcommitment� Moreimportantly,� recentstudiesinthisarearevealthateffectoftransformationalleadership� styleonorganizationalcommitmentisindirectlyaffectedbyempowerment� Thenatureofthis� relationshipisinteresting,� butlittleisknownaboutthemediatingeffectofempowermentin� organizationalleadershipliterature� Therefore,� thisstudywasconductedtoexaminethe� influenceofempowermentintherelationshipbetweentransformationalleadershipand� organizationalcommitmentusingasampleof� 118� usablequestionnairesgatheredfrom� employeeswhohaveworkedinoneUSsubsidiaryfirminEastMalaysia,�Malaysia�Theresults� ofexploratoryfactoranalysisconfirmedthatthemeasurementscalesusedinthisstudy� satisfactorilymetthestandardsofvalidityandreliabilityanalyses� Further,� theoutcomesof� StepwiseRegressionanalysisshowedthattherelationshipbetweenempowermentand� transformationalleadershippositivelyandsignificantlycorrelatedwiththeorganizational� commitment�Statistically,�thisresultconfirmsthatempowermentactsasamediatingvariablein� therelationshipbetweentransformationalleadershipandorganizationalcommitmentinthe� organizationalsample�Inaddition,�discussion,�implicationsandconclusionareelaborated�

141 citations

Journal ArticleDOI
TL;DR: It is shown that in an n-player, repeated coordination game, selection leads to evolutionary branching and diversification in intrinsic leadership among the members of a population even in the absence of any variation in state.
Abstract: When members of a group differ in their preferred course of action, coordination poses a challenge. Leadership offers one way to resolve this difficulty, but the evolution of leaders and followers is itself poorly understood. Existing discussions have frequently attributed leadership to differences in information or need among individuals. Here, however, we show that in an n-player, repeated coordination game, selection leads to evolutionary branching and diversification in intrinsic leadership among the members of a population even in the absence of any variation in state. When individuals interact in pairs, repeated branching is possible; when individuals interact in larger groups, the typical outcome is a single branching event leading to a dimorphism featuring extreme intrinsic leaders and followers. These personality types emerge and are maintained by frequency-dependent selection, because leaders gain by imposing their preferences on followers, but fail to coordinate effectively when interacting with other leaders. The fraction of intrinsic leaders in the population increases with the degree of conflict among group members, with both types common only at intermediate levels of conflict; when conflict is weak, most individuals are intrinsic followers, and groups achieve high levels of coordination by randomly converging on one individual's preferred option, whereas when conflict is strong, most individuals are intrinsic leaders, and coordination breaks down because members of a group are rarely willing to follow another.

140 citations

Journal ArticleDOI
TL;DR: In this article, the authors examined how self-sacrificial leadership predicts followers' emotional and motivational reactions as a function of how autocratic this leader behaves (i.e., pushing his opinions or not).
Abstract: The present research examined how self-sacrificial leadership predicts followers' emotional and motivational reactions as a function of how autocratic this leader behaves (i.e., pushing his opinions or not). A scenario experiment and a laboratory experiment were conducted to test the prediction that, in addition to main effects for self-sacrifice and autocratic leadership, the positive effect of self-sacrifice is most strongly when the leader does not act in an autocratic manner. The findings of these two studies supported the predictions. Also, the laboratory experiment showed that the interactive effect on motivation to work with the leader was mediated by followers' emotional reactions. The present results are discussed in light of prior research on self-sacrifice and charismatic leadership in general and suggestions are made that future research needs to focus more on the interactions between different leadership behaviors and the psychological processes underlying these effects.

140 citations

Book ChapterDOI
TL;DR: In this paper, the authors provide results from experiments on studies in leadership and conclude that the attributes and actions of a leader have a discernible role in creating the impressions that contribute to his or her legitimacy.
Abstract: Publisher Summary This chapter provides results from experiments on studies in leadership. Study of leadership can be fruitfully pursued in terms of interpersonal processes, notably the perceptions and expectations of followers. The attributes and actions of the leader have a discernible role in creating the impressions that contribute to his or her legitimacy. Furthermore, the leader's sense of his or her legitimacy has a direct impact on his or her willingness to assert influence. There is also substantial support in these findings for the efficacy of multifactor designs in the study of leadership phenomena. Several variables may be looked at in combination to reveal their interactions. Indeed, among the more repetitive findings is the extent to which these interactions govern outcomes. Because leadership implicates various leader roles, there is considerable room for studying these functions beyond the traditional function summed up by Hemphill as “initiating structure”. The chapter considers the spokesman as an occupant of a leader role and ventures into decision-making and innovating functions. These distinctions deserve more attention in research on leadership than they have thus far received. Also, additional study might be turned to the sequence implied by attaining a leader role and then maintaining it successfully.

140 citations

Journal ArticleDOI
TL;DR: In this paper, the authors argue that outstanding leadership need not always involve charisma but may instead be based on a functional, problem-centered approach referred to as a pragmatic leadership strategy.
Abstract: In recent years, our quest to understand outstanding leadership has focused on the characteristics of charismatic or transformational leaders. In this article, however, we will argue that outstanding leadership need not always involve charisma but may instead be based on a functional, problem-centered approach we refer to as a pragmatic leadership strategy. Initially, certain key propositions pertaining to the nature of pragmatic leadership are described. Subsequently, these propositions are evaluated with respect to 10 cases of noteworthy leadership evidenced by Benjamin Franklin. It is argued that pragmatic leaders, such as Franklin, exercise influence by identifying and communicating solutions to significant social problems, working through elites in solution generation, creating structures to support solution implementation, and demonstrating the feasibility of these solutions. The conditions under which this pragmatic approach can effectively be applied are discussed and contrasted with current views of the conditions calling for charismatic, transformational, and transactional leadership.

140 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20242
20231,359
20222,757
20211,032
20201,252
20191,209