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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01 Oct 2005
TL;DR: In this paper, a study of 145 managers of a large biotechnology/agricultural company examined how leaders' emotion recognition ability and personality characteristics influenced performance of transformational transformation.
Abstract: This study of 145 managers of a large biotechnology/agricultural company examined how leaders' emotion recognition ability and personality characteristics influenced performance of transformational...
570 citations
TL;DR: In this article, an integrative psychological approach to employee empowerment was developed based on the premise that the psychological experience of power underlies feelings of empowerment, and the empowerment effect of valued goals, such as those provided by transformational leadership.
Abstract: An integrative psychological approach to employee empowerment was developed based on the premise that the psychological experience of power underlies feelings of empowerment. This research extends existing perspectives on empowerment by incorporating the empowering effect of valued goals, such as those provided by transformational leadership. Goal internalisation was identified as a major component of the psychological experience of empowerment, in addition to the two traditional facets of perceptions of control over the work environment and perceptions of self-efficacy or competence. Standard measure development procedures using a sample of employed individuals from Quebec, Canada and subsequent validation with an organisational sample from Ontario, Canada yielded a three-factor scale of psychological empowerment corresponding to these three dimensions. The implications of defining empowerment as a psychological state and the need for multiple measures of empowerment are also discussed.
566 citations
TL;DR: In this paper, a diary study investigated whether and how supervisors' leadership style influences followers' daily work engagement and found that a transformational leadership style enhances employees' work engagement through mediation of self-efficacy and optimism, on a day-to-day basis.
Abstract: This diary study investigated whether and howsupervisors' leadership style influences followers' daily work engagement. On the basis of leadership theories and the job demands–resources
model, we predicted that a transformational leadership style enhances employees' work engagement through the mediation of self-efficacy and optimism, on a day-to-day basis. Fortytwo
employees first filled in a general questionnaire, and then a diary survey over five consecutive workdays. The results of multilevel analyses offered partial support for our hypotheses. Daily
transformational leadership related positively to employees' daily engagement, and day-levels of optimism fully mediated this relationship. However, daily self-efficacy did not act as a mediator. These findings expand theory and previous research by illuminating the role of transformational leaders in fostering employee work engagement.
565 citations
TL;DR: In this paper, the authors delineate a theory of transformative leadership, distinct from other theories (transformational or transactional leadership), and assess the impact of this theory on real-world performance.
Abstract: Purpose: The purpose of this article is twofold: to delineate a theory of transformative leadership, distinct from other theories (transformational or transactional leadership); and to assess the u...
564 citations
TL;DR: In this paper, Wu et al. investigated the relationship between benevolence, morality, and authoritarianism in Chinese business organizations, and found that the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses, and that PL has a significant and unique effect on subordinate responses compared to Western transformational leadership.
Abstract: Paternalistic leadership (PL) is the prevalent leadership style in Chinese business organizations. With an approach similar to patriarchy, PL entails an evident and powerful authority that shows consideration for subordinates with moral leadership. Although PL is widespread in Chinese business organizations, very few studies have focused on this leadership style and those that have were simply conceptual analyses and not empirical studies. We sampled 543 subordinates from local businesses in Taiwan to investigate PL, Western transformational leadership, and subordinate responses to these two leadership styles. Our hypotheses were as follows: (1) PL has a significant and unique effect on subordinate responses compared to Western transformational leadership; (2) there exists an interaction between the three elements of PL (benevolence, morality, and authoritarianism) and subordinate responses; and (3) the authority orientation of a subordinate's traditionality has a moderating effect upon the relation between PL and subordinate responses. Statistical analyses generally supported these hypotheses. Directions for follow-up studies are offered and implications for leadership theory and practice are discussed.
562 citations