Transformational leadership

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

Relationships among Coach Leadership, Peer Leadership, and Adolescent Athletes’ Psychosocial and Team Outcomes: A Test of Transformational Leadership Theory

Abstract: Transformational leadership theory provided a framework to examine the relationships of coach and peer leadership with individual and team outcomes among team sport athletes. Adolescent female soccer players (N = 412) completed measures assessing coach and teammate transformational leadership behaviors, perceived competence, intrinsic motivation, enjoyment, team cohesion, and collective efficacy. Structural equation modeling revealed that coach leadership was more influential than peer leadership for predicting individual outcomes and collective efficacy, peer leadership was more strongly related to social cohesion than coach leadership, and both peer and coach leadership were equally important for task cohesion. Results are discussed relative to the viability of using transformational leadership theory to understand coach and athlete leadership in the sport domain.

Partnerships in Service Learning and Civic Engagement

Abstract: Developing campus-community partnerships is a core element of well-designed and effective civic engagement, including service learning and participatory action research. A structural model, SOFAR, is presented that differentiates campus into administrators, faculty, and students, and that differentiates community into organizational staff and residents (or clients, consumers, advocates). Partnerships are presented as being a subset of relationships between persons. The quality of these dyadic relationships is analyzed in terms of the degree to which the interactions possess closeness, equity, and integrity, and the degree to which the outcomes of those interactions are exploitive, transactional, or transformational. Implications are then offered for how this analysis can improve practice and research. KEYWORDS Service learning, civic engagement, partnerships

Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas

Abstract: We investigate how transformational and transactional leadership motivates employees to commit to an organizational ideation program so that they subsequently generate ideas that benefit the organization. To resolve the mixed and contradictory findings of earlier studies about these leadership styles, we propose that more attention needs to be devoted to the leader's personal beliefs. Specifically, we study the degree to which a leader identifies with an organization and how this possibly unlocks the effects of transformational or transactional leadership. Using multilevel data collected in a large multinational company, our findings reveal that both transformational and transactional leadership is effective in motivating followers to commit to the goals of an ideation program. Increased commitment, in turn, is associated with more ideas that followers generate. In contrast to the effect of transactional leadership, however, the effect of transformational leadership is contingent on how strongly leaders identify with the organization.

Inconsistent style of leadership as a predictor of safety behaviour

Abstract: Research on the effects of passive rather than transformational styles of leadership is limited, especially regarding safety-related outcomes in the workplace. Both styles of leadership can be exhibited at different times in the same individual; here we refer to this as inconsistent leadership. In this study, we examine the effect of inconsistent safety-specific leadership style on the safety participation and safety compliance of employees. Operationalized as the interaction of safety-specific transformational leadership and passive leadership, inconsistent safety leadership emerged as a significant predictor of both outcomes in two samples in Canada: a sample of 241 young workers and again in a sample of 491 older workers, who were long-term health care employees. We found that a transformational safety-specific leadership style was associated with greater safety compliance and safety participation in employees. Furthermore, in all cases, the predictive effect of transformational style of leadership on safety participation and safety compliance was attenuated when leaders also displayed passive leadership with respect to safety outcomes. Theoretical and practical implications for safety management are discussed.

Addendum to “The Promotion and Accumulation Strategies in Transformational Programming”

Abstract: La strategie de promotion en programmation de transformation est en general une methode pour acquerir une efficacite en exploitant la structure recursive, dans le terme dominant d'une expression algorithmique. Illustration de ces strategies en devinant des algorithmes pour 2 problemes non-triviaux: 1) determiner si un digraphe donne est acyclique, et 2) construire la plus longue sous sequence d'une sequence donne de sommets qui forme un graphe connexe dans un digraphe donne