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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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Journal ArticleDOI
TL;DR: In this paper, the authors examined various factors that are often present in principal interactions and teacher-teacher relationships to see how those may have an impact on teachers' classroom instructional practices.
Abstract: Purpose: The leadership of the principal is known to be a key factor in supporting student achievement, but how that leadership is experienced and instructionally enacted by teachers is much less clear The purpose of this study was to examine various factors that are often present in principal—teacher interactions and teacher—teacher relationships to see how those may have an impact on teachers' classroom instructional practicesData Collection and Analysis:Data for this quantitative study are from a teacher survey developed for the national research project, Learning from Leadership, funded by the Wallace Foundation There are 4,165 completed surveys in the database, which reflects responses from teachers in grades K-12 in a sample of schools across the United States Using a conceptual framework based on various known components of effective schools today, a stepwise linear regression examined the relationships among practices such as shared leadership and professional community with contextual variabl

744 citations

Journal ArticleDOI
TL;DR: In this article, the authors explore the role of strategic leaders in managing exploration and exploitation, and reveal how the impact of leadership is contingent upon dynamic environmental conditions and argue that environmental dynamism needs to be taken into account to fully understand the effectiveness of leaders.
Abstract: This study advances prior theoretical research by linking transformational and transactional behaviors of strategic leaders to two critical outputs of organizational learning: exploratory and exploitative innovation. Findings indicate that transformational leadership behaviors contribute significantly to adopting generative thinking and pursuing exploratory innovation. Transactional leadership behaviors, on the other hand, facilitate improving and extending existing knowledge and are associated with exploitative innovation. In addition, we argue that environmental dynamism needs to be taken into account to fully understand the effectiveness of strategic leaders. Our study provides new insights that misfits rather than fits between leadership behaviors and innovative outcomes matter in dynamic environments. Hence, we contribute to the debate on the role of strategic leaders in managing exploration and exploitation, not only by examining how specific leadership behaviors impact innovative outcomes, but also by revealing how the impact of leadership is contingent upon dynamic environmental conditions.

742 citations

Journal Article

741 citations

Journal ArticleDOI
TL;DR: In this article, a conceptual framework is proposed that leaders' chronic self-regulatory focus (promotion versus prevention), in conjunction with their values, influences their motivation to lead and subsequently their leadership behavior.
Abstract: In this paper we integrate recent theories of motivation and leadership. Drawing on the self-regulatory focus theory and on self-concept based theories of leadership, we develop a conceptual framework proposing that leaders' chronic self-regulatory focus (promotion versus prevention), in conjunction with their values, influences their motivation to lead and, subsequently, their leadership behavior. We further suggest that leaders may influence the motivational self-regulatory foci of their followers, which will mediate different follower outcomes at the individual and group level.

721 citations

Journal ArticleDOI
TL;DR: In this paper, the authors used the Conger-Kanungo charismatic leadership scale and measures of the hypothesized follower effects to identify several possible follower effects, including greater reverence, trust, and satisfaction with their leader and a heightened sense of collective identity, perceived group task performance.
Abstract: On the basis of the current theories of charismatic leadership, several possible follower effects were identified. It is hypothesized that followers of charismatic leaders could be distinguished by their greater reverence, trust, and satisfaction with their leader and by a heightened sense of collective identity, perceived group task performance, and feelings of empowerment. Using the Conger–Kanungo charismatic leadership scale and measures of the hypothesized follower effects, an empirical study was conducted on a sample of 252 managers using structural equation modelling. The results show a strong relationship between follower reverence and charismatic leadership. Follower trust and satisfaction, however, are mediated through leader reverence. Followers' sense of collective identity and perceived group task performance are affected by charismatic leadership. Feelings of empowerment are mediated through the followers' sense of collective identity and perceived group task performance. Copyright © 2000 John Wiley & Sons, Ltd.

708 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