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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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TL;DR: This article conducted a longitudinal analysis of one of the most established management theories: Bass's full range of leadership theory, and found that improvements in leadership are positively associated with follower cooperation, satisfaction, and perceptions of work quality.
Abstract: Though management is theorized as a temporal process, and public organizations are understood as generally inertial, most public management studies rely upon cross-sectional research designs. As such, we have little understanding about how public management matters over time. To fill this gap in the literature, this article conducts a longitudinal analysis of one of the most established management theories: Bass’s full range of leadership theory. This theory expects positive outcomes when managers establish patterns of transactional and transformational leadership. To examine Bass’s theory, this article studies US federal government subagencies over a 7-year period in the beginning of the 21st century. The findings show that there are remarkably strong intra-organizational patterns over time. Nonetheless, there is evidence that management matters: improvements in leadership are positively associated with follower cooperation, satisfaction, and perceptions of work quality. In comparison, as Bass expects, transformational leadership is a stronger predictor of improvement. Though public management appears to matter over time, the article also shows that cross-sectional examinations may overvalue its effect. As such, the article closes by arguing for further longitudinal public management study.

131 citations

Journal ArticleDOI
TL;DR: Results showed that safety-specific trust moderated rather than mediated the effects of safety- Specific transformational leaders on subordinates' behavior, and in conditions of high and moderate safety- specific trust, leaders had a significant effect on subordinates'?
Abstract: The authors examined whether safety-specific trust moderates or mediates the relationship between safety-specific transformational leadership and subordinates' safety citizenship behavior. Data from 139 subordinate-supervisor dyads were collected from the United Kingdom construction industry and analyzed using hierarchical regression models. Results showed that safety-specific trust moderated rather than mediated the effects of safety-specific transformational leaders on subordinates' behavior. Specifically, in conditions of high and moderate safety-specific trust, leaders had a significant effect on subordinates' safety citizenship behavior. However, in conditions of low safety-specific trust, leaders did not significantly influence subordinates' safety citizenship behavior. The implications of these findings for general safety theory and practice are discussed.

130 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the etiology of transformational leadership in virtual team contexts and compared 127 members of virtual decision-making teams with 135 members of traditional face-to-face teams in terms of the relationship between aspects of personality and the emergence of Transformational Leadership.
Abstract: This study examined the etiology of transformational leadership in virtual team contexts. First, we compared 127 members of virtual decision-making teams with 135 members of traditional face-to-face teams in terms of the relationship between aspects of personality and the emergence of transformational leadership. The type of communication media (face-to-face versus “pure” virtual) was found to interact with extraversion and emotional stability in the prediction of emerging transformational leadership. In line with prior findings, we showed how these personality characteristics were relevant to transformational leadership emergence in our face-to-face teams. However, they were largely unrelated to such leadership in the virtual team context. We also focused specifically on the virtual context by analyzing the content of team interactions. After accounting for the effect of degree of activity level, the linguistic quality in one's written communication was found to predict the emergence of transformational leadership in virtual teams.

130 citations

Journal ArticleDOI
TL;DR: In this paper, the authors take a contemporary look at distributed leadership in practice by drawing upon empirical evidence from a large-scale project in the USA and propose that more evidence from practice would significantly enhance the current evidential base and that the future development of distributed leadership would greatly benefit from more input from practitioners.
Abstract: This article takes a contemporary look at distributed leadership in practice by drawing upon empirical evidence from a large-scale project in the USA. Initially, it considers the existing knowledge base on distributed leadership and questions some of the assertions and assumptions in recent accounts of the literature. The article also addresses some persistent misconceptions associated with the concept of distributed leadership and points out that certain fundamental misunderstandings still prevail. The article concludes by proposing that more evidence from practice would significantly enhance the current evidential base and that the future development of distributed leadership would greatly benefit from more input from practitioners.

130 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the leader behavior of interuniversity athletic administrators according to Bass's (1985) transformational/transactional leadership model and examined the impact of that behavior on subordinates' satisfaction with leadership, perceived leader effectiveness, departmental commitment, and extra effort.
Abstract: This study examined the leader behavior of interuniversity athletic administrators according to Bass's (1985) transformational/transactional leadership model. The impact of that behavior on subordinates’ satisfaction with leadership, perceived leader effectiveness, departmental commitment, and extra effort was also examined. A sample of head coaches from Ontario universities (N = 114) completed the Multifactor Leadership Questionnaire (MLQ) Form 5X (Bass & Avolio, 1991) with regard to their athletic administrators. The resultant profile was one of predominantly transformational as opposed to transactional or nonleadership behavior. Furthermore, leader-centered behavior (idealized influence, attributed charisma) was used more often than subordinate-centered behavior (individualized consideration, intellectual stimulation). Coaches' satisfaction with leadership, perceived leader effectiveness, and extra effort were positively and strongly associated with transformational leadership and contingent reward beh...

130 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