Topic
Transformational leadership
About: Transformational leadership is a research topic. Over the lifetime, 18939 publications have been published within this topic receiving 600379 citations.
Papers published on a yearly basis
Papers
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TL;DR: In this article, the authors present a prototype training program for a large European conglomerate at the junior, middle and senior management level, which is used to train transformational leaders at the company level.
Abstract: European management must become more transformational with respect
to its leadership if it is to address the challenges confronting the
European community after 1992. The question arises, can transformational
leadership be trained? The answer is affirmative. A number of successful
training experiences in North America are described in this article.
These experiences form the basis for a prototype training programme now
being conducted in a large European conglomerate at the junior, middle
and senior management level. A general overview of these programmes are
provided, as well as evidence that they are having strong beneficial
effects on the participants in the workshops, and in their performance
back on their jobs.
761 citations
TL;DR: In this article, a theory of leadership development is presented, suggesting that changes in leadership skills may be viewed from the perspective of a general theory of learning and expertise, with consideration of the associated changes in information processing and underlying knowledge structures that occur as skill develops.
Abstract: A theory of leadership development is advanced, suggesting that changes in leadership skills may be viewed from the perspective of a general theory of learning and expertise, with consideration of the associated changes in information processing and underlying knowledge structures that occur as skill develops. More specifically, we propose that leadership performance is organized in terms of a progression from novice to intermediate to expert skill levels. At each skill level, the emphasis is on qualitatively different knowledge and information processing capabilities. In addition, because leadership skill development requires proaction on the part of the leader, we propose that identity, meta-cognitive processes, and emotional regulation are critical factors in developing the deeper cognitive structures associated with leadership expertise. Finally, expert leaders may develop unique skills in grounding their identities and leadership activities in coherent, self-relevant, authentic values.
759 citations
TL;DR: In this paper, a within-group split-sample analysis of 42 work groups, coupled with prospective design, indicated that transformational and constructive leadership predicted injury rate, while corrective leadership provided indirect, conditional prediction.
Abstract: This study is based on three premises: (a) Leadership style affects the level of concern for subordinate safety; (b) Concern for safety, operationalized with supervisory practices, provides the source for safety climate perceptions; and (c) Safety priority as assigned by higher superiors influences supervisory safety practice independently of leadership style. Assigned safety priority was expected to moderate the relationship between leadership style and injury rate in organizational subunits, with safety climate mediating this leadership–injury relationship due to its demonstrable effect on safety behavior. A within-group split-sample analysis of 42 work groups, coupled with prospective design, indicated that transformational and constructive leadership predicted injury rate, while corrective leadership provided indirect, conditional prediction. Leadership effects were moderated by assigned safety priorities and mediated by commensurate safety-climate variables. The results suggest that transformational and transactional leadership provide complementary modes of (mediated and moderated) influence on safety behavior of group members. Copyright © 2002 John Wiley & Sons, Ltd.
750 citations
TL;DR: In this paper, a quantitative review of 93 studies examining relationships between team design features and team performance is presented. But the effect varies depending on task type and team member heterogeneity and performance.
749 citations
TL;DR: Evidence of a positive relationship between relational leadership and a variety of patient outcomes is document, although future testing of leadership models that examine the mechanisms of influence on outcomes is warranted.
Abstract: Aim
Our aim was to describe the findings of a systematic review of studies that examine the relationship between nursing leadership practices and patient outcomes.
Background
As healthcare faces an economic downturn, stressful work environments, upcoming retirements of leaders and projected workforce shortages, implementing strategies to ensure effective leadership and optimal patient outcomes are paramount. However, a gap still exists in what is known about the association between nursing leadership and patient outcomes.
Methods
Published English-only research articles that examined leadership practices of nurses in formal leadership positions and patient outcomes were selected from eight online bibliographic databases. Quality assessments, data extraction and analysis were completed on all included studies.
Results
A total of 20 studies satisfied our inclusion criteria and were retained. Current evidence suggests relationships between positive relational leadership styles and higher patient satisfaction and lower patient mortality, medication errors, restraint use and hospital-acquired infections.
Conclusions
The findings document evidence of a positive relationship between relational leadership and a variety of patient outcomes, although future testing of leadership models that examine the mechanisms of influence on outcomes is warranted.
Implications for nursing management
Efforts by organisations and individuals to develop transformational and relational leadership reinforces organisational strategies to improve patient outcomes.
745 citations