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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07 Jan 2004TL;DR: The author reveals how follower-centric Approaches to Leadership, coupled with a multi-Theoretical Lens on Leadership Relationships and Processes, have transformed the way leaders view the world and view themselves.
Abstract: PART i: INTRODUCTION Chapter 1: Leadership: Past, Present, and Future - David V. Day & John Antonakis PART II: LEADERSHIP: SCIENCE, NATURE, AND NURTURE Chapter 2: Aggregation processes and Levels of Analysis as Organizing Structures for Leadership Theory - Robert G. Lord & Jessica E. Dinh Chapter 3: Advances in Leadership Research Methods - Michael J. Zyphur, Adam P. Barsky, & Zhen Zhang Chapter 4: The Nature of Leadership Development - David V. Day Chapter 5: The Nature in Leadership: Evolutionary, Biological, and Social Neuroscience Perspectives - Mark Van Vugt PART III: THE MAJOR SCHOOLS OF LEADERSHIP Chapter 6: Individual Differences in Leadership - Timothy A. Judge & David M. Long Chapter 7: Contingencies, Context, Situation, and Leadership - Roya Ayman & Susan Adams Chapter 8: Transformational and Charismatic Leadership - John Antonakis Chapter 9: The Nature of Relational Leadership: A Multi-Theoretical Lens on Leadership Relationships and Processes - Mary Uhl-Bien, John Maslyn, & Sonia Ospina Chapter 10: In the Minds of Followers: Follower-centric Approaches to Leadership - Douglas J. Brown Chapter 11: The Nature of Shared Leadership - Christina L. Wassenaar & Craig L. Pearce PART IV: LEADERSHIP AND SPECIAL DOMAINS Chapter 12: Leadership and Culture - Deanne N. Den Hartog & Marcus W. Dickson Chapter 13: Leadership and Gender - Linda L. Carli & Alice H. Eagly Chapter 14: Leadership and Identity - Daan van Knippenberg Chapter 15: Ethics Effectiveness: The Nature of Good Leadership - Joanne B. Ciulla PART V: CONCLUSIONS Chapter 16: The Crucibles of Authentic Leadership - Warren Bennis
663 citations
TL;DR: The most prominent developments in recent years in the investigation of transformational leadership have been the confirmation of the utility of Transformational Leadership and its application in the field of finance as discussed by the authors.
Abstract: Executive Summary Among the most prominent developments in recent years in the investigation of transformational leadership has been the confirmation of the utility of transformational leadership f...
661 citations
TL;DR: The authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that whentransformational leadership was high, teams with greater educational specialty heterogeneity exhibited greater team creativity.
Abstract: The authors examined conditions under which teams' educational specialization heterogeneity was positively related to team creativity. Using a sample of 75 research and development teams, the authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that when transformational leadership was high, teams with greater educational specialization heterogeneity exhibited greater team creativity. In addition, teams' creative efficacy mediated this moderated relationship among educational specialization heterogeneity, transformational leadership, and team creativity. The authors discuss the implications of these results for research and practice.
660 citations
TL;DR: In this article, the authors examined how green human resource management interplays on to the linkages between green transformational leadership, green innovation and environmental performance, and found that green HRM indirectly through green innovation influences firm's environmental performance.
655 citations
TL;DR: In this article, emotional intelligence measured by the Swinburne University Emotional Intelligence Test predicted transformational, transactional and laissez-faire leadership styles measured by a multifactor leadership questionnaire in 110 senior level managers.
Abstract: Investigates whether emotional intelligence measured by the Swinburne University Emotional Intelligence Test predicted transformational, transactional and laissez‐faire leadership styles measured by the multifactor leadership questionnaire in 110 senior level managers. Effective leaders were identified as those who reported transformational rather than transactional behaviours. Emotional intelligence correlated highly with all components of transformational leadership, with the components of understanding of emotions (external) and emotional management the best predictors of this type of leadership style. The utility of emotional intelligence testing in leadership selection and development is discussed.
655 citations