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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TL;DR: The authors argue that the concepts of gender, power, and sex neutral are rooted in a set of social interactions in which b doing gender, Qb doing power, Q and Q are linked.
Abstract: This essay explores a number of paradoxes embedded in new—commonly called postheroic—models of leadership. It argues that although these models emphasize leadership as a social process dependent on social networks of influence, the concepts are often presented as gender and, to a lesser degree, power neutral, not only in theory, but in practice. The essay explores this phenomenon, arguing that the concepts are not gender, power, or sex neutral but instead are rooted in a set of social interactions in which bdoing gender, Qb doing power,Q and bdoing leadershipQ are linked. It explores these dynamics and suggests that theories of leadership that fail to consider the gender/power implications of social interactions and networks of influence may lead to the cooptation of these models, resulting in their being brought into the mainstream discourse in a way that silences their radical challenge to current work practices, structures, and norms. D 2004 Elsevier B.V. All rights reserved.
520 citations
515 citations
Book•
01 Jul 2003TL;DR: In this paper, the authors present a mental representation of a leader's behavior, linking perception to WSC activation and the working self-concept and behavior of the leader with respect to a leader.
Abstract: Contents: A.P. Brief, J.P. Walsh, Series Foreword. Preface. Common Sense, Science, and Leadership. The Working Self-Concept and Behavior. Level and Self-Concept. Temporary and Enduring Effects of Leaders. Generating a Mental Representation of a Leader's Behavior: Linking Perception to WSC Activation. Leadership and Emotions. With C. Selenta, Leadership and Organizational Justice. The Value Added by a Second-Order, Subordinate-Focused Approach to Understanding Leadership Processes.
515 citations
TL;DR: This paper found that the individuals most closely influenced by a firm's CEO are its top management team (TMT) members, and that transformational CEOs influence TMTs' behavioral integration, risk propensity, decentralization of responsibilities, and long-term compensation and that these TMT characteristics impact corporate entrepreneurship.
Abstract: Research about transformational CEOs' impact on firm-level outcomes, particularly corporate entrepreneurship, has been equivocal, partially because the underlying mechanisms remain largely unexplored. Given that the individuals most closely influenced by a firm's CEO are its top management team (TMT) members, we focus on the CEO-TMT interface as a salient intervening mechanism. We posit that transformational CEOs influence TMTs' behavioral integration, risk propensity, decentralization of responsibilities, and long-term compensation and that these TMT characteristics impact corporate entrepreneurship. Data from 152 firms supported most of our hypothesized links, underscoring how the CEO-TMT interface helps explain transformational CEOs' role in promoting corporate entrepreneurship.
512 citations
TL;DR: In this article, the role of senior team attributes and leadership behavior in reconciling conflicting interests among senior team members and achieving organizational ambidexterity is explored. And the authors find that a senior team shared vision and contingency rewards are associated with a firm's ability to combine high levels of exploratory and exploitative innovations.
Abstract: Organizations capable of pursuing exploration and exploitation simultaneously have been suggested to obtain superior performance. Combining both types of activities and achieving organizational ambidexterity, however, leads to the presence of multiple and often conflicting goals, and poses considerable challenges to senior teams in ambidextrous organizations. This study explores the role of senior team attributes and leadership behaviour in reconciling conflicting interests among senior team members and achieving organizational ambidexterity. Findings indicate that a senior team shared vision and contingency rewards are associated with a firm's ability to combine high levels of exploratory and exploitative innovations. In addition, our study shows that an executive director's transformational leadership increases the effectiveness of senior team attributes in ambidextrous organizations and moderates the effectiveness of senior team social integration and contingency rewards. Hence, our study clarifies how senior executives reconcile conflicting demands and facilitate the balancing of seemingly contradictory forces in ambidextrous organizations. Implications for literatures on senior team attributes, transformational leadership and organizational ambidexterity are discussed.
509 citations