Transformational leadership

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

Transformational Leadership, Organizational Clan Culture, Organizational Affective Commitment, and Organizational Citizenship Behavior: A Case of South Korea's Public Sector

Abstract: The present study examines whether transformational leadership is associated with clan culture, affective commitment, and organizational citizenship behavior and whether affective commitment is positively related to organizational citizenship behavior. The study also examines whether affective commitment mediates the effects of clan culture on organizational citizenship behavior and whether clan culture mediates the effects of transformational leadership on affective commitment. The results of this study indicate a positive relationship between transformational leadership and clan culture as well as between transformational leadership and affective commitment; no significant relationship between clan culture and organizational citizenship behavior as well as between transformational leadership and organizational citizenship behavior; and a significant positive relationship between affective commitment and organizational citizenship behavior as well as between clan culture and affective commitment . Thus, the results clearly show that affective commitment fully mediates the relationship between clan culture and organizational citizenship behavior and that clan culture partially mediates the relationship between transformational leadership and affective commitment. Theoretical and practical implications of these findings as well as interesting avenues for future research are discussed.

Culturally‐linked leadership styles

Abstract: Purpose – This paper seeks to examine whether cultural context facilitates the emergence of different leadership styles. The key objective of the paper is to consider whether leadership styles are culturally‐linked and/or culturally‐biased.Design/methodology/approach – A multifactor leadership questionnaire was utilised to measure differences in leadership styles and to offer explanations as to why the “one size fits all” view is not appropriate. Analysis of variance and t‐tests were utilised to compare means for more than two managerial groups.Findings – The analysis found significant differences between leadership styles and cultural groups, hence, supporting the argument that culture and leadership interact in different ways in diverse contexts. Transactional leadership was found to be strongly aligned with the ratings of managers from Malaysia, and transformational leadership scales correlated with the Australian respondents' mean ratings.Practical implications – Variations in leadership styles are du...

Nursing leadership and management effects work environments.

Abstract: Aim The aim of this literature search was to identify recent research related to nursing leadership and management effects on work environment using the 14 forces of magnetism. Background This article gives some historical perspective from the original 1983 American Academy of Nursing study through to the 2002 McClure and Hinshaw update to 2009 publications. Evaluation Research publications were given a priority for references. Key issues The 14 forces of magnetism as identified by Unden and Monarch were: ‘1. Quality of leadership…, 2. Organizational structure…, 3. Management style…, 4. Personnel policies and programs…, 5. Professional models of care…, 6. Quality of care…, 7 Quality improvement…, 8. Consultation and resources…, 9. Autonomy…, 10. Community and the hospital…, 11. Nurse as teacher…, 12. Image of nursing…, 13. Interdisciplinary relationships… and 14. Professional development….’. Conclusions Correlations have been found among positive workplace management initiatives, style of transformational leadership and participative management; patient-to-nurse ratios; education levels of nurses; quality of patient care, patient satisfaction, employee health and well-being programmes; nurse satisfaction and retention of nurses; healthy workplace environments and healthy patients and personnel. Implications for nursing management This article identifies some of the research that provides evidence for evidence-based nursing management and leadership practice.

Beneath the mask: Examining the relationship of self-presentation attributes and impression management to charismatic leadership.

Abstract: We tested several hypotheses derived from Gardner and Avolio's [Acad. Manage. Rev. 23 (1998) 32.] self-presentational theory of charismatic leadership. We collected multisource field data in an information technology (IT) consulting firm and examined linkages among managers' self-system attributes (i.e., desired charismatic identity, self-monitoring), pro-social and self-serving impression management of managers, charismatic leadership of managers, and two measures of performance. Eighty-three managers provided self-reports of self-system attributes. Six months later, 249 subordinates rated the focal managers' impression management and charismatic leadership styles. Superiors of the focal managers provided performance ratings 7 months after collecting the subordinate ratings. Results indicated that complexity of desired charismatic identity was positively related to self-monitoring. Self-monitoring was negatively related to ratings of pro-social impression management and positively related to ratings of self-serving impression management. Pro-social impression management related positively to charismatic leadership, which predicted managerial and unit performance.