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: This paper found that individual follower's "power distance" orientation and their group's shared perceptions of tra... using 560 followers and 174 leaders in the People's Republic of China and United States.
Abstract: Using 560 followers and 174 leaders in the People's Republic of China and United States, we found that individual follower's “power distance” orientation and their group's shared perceptions of tra...
846 citations
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TL;DR: The four Is of Transformational Leadership as mentioned in this paper are idealized influence, inspirational motivation, intellectual stimulation, individualized consideration, and personal responsibility for the development of the followers of a leader.
Abstract: The organization's culture develops in large part from its leadership while the culture of an organization can also affect the development of its leadership. For example, transactional leaders work within their organizational cultures following existing rules, procedures, and norms; transformational leaders change their culture by first understanding it and then realigning the organization's culture with a new vision and a revision of its shared assumptions, values, and norms (Bass, 1985). Effective organizations require both tactical and strategic thinking as well as culture building by its leaders. Strategic thinking helps to create and build the vision of an agency's future. The vision can emerge and move forward as the leader constructs a culture that is dedicated to supporting that vision. The culture is the setting within which the vision takes hold. In turn, the vision may also determine the characteristics of the organization's culture. Transformational leaders have been characterized by four separate components or characteristics denoted as the 4 Is of transformational leadership (Avolio, Waldman, and Yammarino (1991). These four factors include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transformational leaders integrate creative insight, persistence and energy, intuition and sensitivity to the needs of others to "forge the strategy-culture alloy" for their organizations. In contrast, transactional leaders are characterized by contingent reward and management-by-exception styles of leadership. Essentially, transactional leaders develop exchanges or agreements with their followers, pointing out what the followers will receive if they do something right as well as wrong. They work within the existing culture, framing their decisions and action based on the operative norms and procedures characterizing their respective organizations. In a highly innovative and satisfying organizational culture we are likely to see transformational leaders who build on assumptions such as: people are trustworthy and purposeful; everyone has a unique contribution to make; and complex problems are handled at the lowest level possible. Leaders who build such cultures and articulate them to followers typically exhibit a sense of vision and purpose. They align others around the vision and empower others to take greater responsibility for achieving the vision. Such leaders facilitate and teach followers. They foster a culture of creative change and growth rather than one which maintains the status quo. They take personal responsibility for the development of their followers. Their followers operate under the assumption that all organizational members should be developed to their full potential. There is a constant interplay between culture and leadership. Leaders create mechanisms for cultural development and the reinforcement of norms and behaviors expressed within the boundaries of the culture. Cultural norms arise and change because of what leaders focus their attention on, how they react to crises, the behaviors they role model, and whom they attract to their organizations. The characteristics and qualities of an organization's culture are taught by its leadership and eventually adopted by its followers. At one extreme a leader accepts no deviation from standard operating procedures, managing-by exception in a highly transactional fashion while at the other extreme another leader rewards followers when they apply rules in creative ways or if they break them when the overall mission of the organization is best served. How leaders react to problems, resolve crises, reward and punish followers are all relevant to an organization's culture as well as how the leader is viewed both internally by followers and externally by clients/customers. To reiterate, the culture affects leadership as much as leadership affects culture. For instance, a strong organizational culture, with values and internal guides for more autonomy at lower levels, can prevent top administration from increasing its personal power at the expense of middle-level administration. …
834 citations
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14 Jun 2002TL;DR: The Burke-Litwin model of performance and change as discussed by the authors is a well-known model for modeling organizational change, and it has been used to understand the nature and process of organizational change.
Abstract: Preface 1 Rethinking Organization Change The Paradox of Planned Organization Change Making the Case for Organization Change Personal Declarations and Points of View 2 A Brief History of Organization Change Scientific Management The Hawthorne Studies Industrial Psychology Survey Feedback Sensitivity Training Sociotechnical Systems Organization Development The Managerial Grid and OD Coercion and Confrontation Management Consulting 3 Theoretical Foundations of Organizations and Organization Change Open Systems Theory Characteristics of Open Systems Organization Change Is Systemic Toward a Deeper Understanding of Organization Change Capra's Three Criteria for Understanding Life Implications for Organizations and Organization Change 4 The Nature of Organization Change Revolutionary Change Evolutionary Change Revolutionary Change-Case Example Evolutionary Change-Case Example The Tools for Assessment and Ratings Data Summary of the Firm's Partners 5 Levels of Organization Change: Individual, Group, and Larger System Change in Organizations at the Individual Level Individual Responses to Organization Change Change in Organizations at the Group Level Group Responses to Organization Change Change in Organizations at the Larger-System Level 6 Organization Change: Research and Theory Reviews of Organization Change Research More Recent Approaches to Research and Theory Organization Models Organization Change Theory Current Thinking Regarding Organization Change and Theory System Responses to Organization Change 7 Conceptual Models for Understanding Organization Change Content: What to Change Process: How to Change -- A Theoretical Framework Process: How to Change -- Practice Frameworks Mini-theories Related to Organization Change The Content and Process of Strategic Change in Organizations Strategies for Effecting Change in Human Systems 8 Integrated Models for Understanding Organizations and for Leading and Managing Change What Is an Organizational Model? Why Use an Organization Model? Organization Models and Organization Change Weisbord's Six-Box Model The Nadler-Tushman Congruence Model Tichy's TPC Framework A Comparison of the Three Models 9 The Burke-Litwin Causal Model of Performance and Change Background The Model Transformational and Transactional Dimensions Support for the Model's Validity Influence of the External Environment The Transformational Factors The Transactional Factors 10 Application of the Burke-Litwin Model Case 1: Dime Bancorp, Inc. Case 2: British Broadcasting Corporation (BBC) 11 Leading Organization Change Does Leadership Matter? On Defining Leadership Toward Further Definition Phases of Organization Change and the Leader's Role The Pre-launch Phase The Launch Phase Post-launch-Further Implementation Sustaining the Change 12 Organization Change: Epidemics, Integration and Future Needs The Tipping Point Applying the "Tipping Point" Principles to Planned Organization Change Changing the Organization Organization Change: What We Need to Know Priorities Conclusion References Appendix: Annotated Bibliography Index About the Author
824 citations
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TL;DR: In this article, the antecedents and consequences of ethical leadership are examined, drawing on social learning and moral identity theories, and empirically examining the distinctivenes and distinctiveness of different types of leadership.
Abstract: Drawing on social learning and moral identity theories, this research examines antecedents and consequences of ethical leadership. Additionally, this research empirically examines the distinctivene...
821 citations
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TL;DR: In this paper, the effects of a school-specific model of transformational leadership on teachers (motivation, capacities, and work settings), their classroom practices, and gains in student achievement were investigated.
Abstract: Using data from a larger 4-year evaluation of England's National Literacy and Numeracy Strategies, this study tested the effects of a school-specific model of transformational leadership on teachers (motivation, capacities, and work settings), their classroom practices, and gains in student achievement. Some 2,290 teachers from 655 primary schools responded to 2 forms of a survey (literacy and numeracy) measuring all variables in our framework. Our measure of student achievement was gains in the British government's own Key Stage 2 tests over either 2 (numeracy) or 3 (literacy) years. Path analytic techniques were used to analyze the several different versions of the results. Results indicate significant effects of leadership on teachers' classroom practices but not on student achievement.
820 citations