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: In this article, the authors integrate the transformational leadership literature with the organizational knowledge literature, and show that Transformational leadership may be more effective at creating and sharing knowledge at individual and group levels, while transactional leadership is more effective in exploiting knowledge at the organizational level.
Abstract: Strategy scholars have argued that managing knowledge effectively can provide firms with sustainable competitive advantages. Leaders are central to the process of managing knowledge effectively. Managing knowledge includes three key processes: creating, sharing, and exploiting knowledge. Leaders are central to each of these processes at multiple levels of the firm. Examining the role of leadership in converting knowledge into competitive advantages is important to our understanding of leaders and organizations. Transformational leadership may be more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level. This paper begins to integrate the transformational leadership literature with the organizational knowledge literature.
508 citations
TL;DR: This article investigated the relationship between a set of leadership practices (transformational, transactional, and consultative) and members' trust in their leader, in research and development (R&D) teams.
Abstract: Interpersonal trust is central to sustaining team effectiveness. Whilst leaders play the primary role in establishing and developing trust, little research has examined the specific leadership practices which engender trust toward team leaders. This study investigated the relationship between a set of leadership practices (transformational, transactional, and consultative) and members' trust in their leader, in research and development (R&D) teams. Usable questionnaires were completed by 83 team members drawn from 33 R&D project teams. Three factors together predicted 67 per cent of the variance in team members' trust towards leaders, namely: consulting team members when making decisions, communicating a collective vision, and sharing common values with the leader. Trust in the leader was also strongly associated with the leader's effectiveness. The implications of these findings for leadership development, team building and future research are discussed.
508 citations
TL;DR: The authors examined the mediating effects of teacher efficacy by comparing two models derived from Bandura's social-cognitive theory, and found that transformational leadership would contribute to teacher commitment to organizational values exclusively through collective teacher efficacy.
Abstract: Transformational leadership researchers have given little attention to teacher expectations that mediate between goals and actions. The most important of these expectations, teacher efficacy, refers to teacher beliefs that they will be able to bring about student learning. This study examined the mediating effects of teacher efficacy by comparing two models derived from Bandura's social-cognitive theory. Model A hypothesized that transformational leadership would contribute to teacher commitment to organizational values exclusively through collective teacher efficacy. Model B hypothesized that leadership would have direct effects on teacher commitment and indirect effects through teacher efficacy. Data from 3,074 teachers in 218 elementary schools in a cross-validation sample design provided greater support for Model B than Model A. Transformational leadership had an impact on the collective teacher efficacy of the school; teacher efficacy alone predicted teacher commitment to community partnerships; and ...
504 citations
TL;DR: The authors found that followers who were supported by their leaders and who were committed to the organization were more likely to be innovative, while transformational leadership was negatively related to innovative behaviors of followers.
Abstract: This paper evoked leader-member exchange (LMX) and transformational leadership theories to explain innovative behavior in leader-member dyads. Data from 225 leader-member dyads in a Fortune 500 manufacturing plant found exchange quality to be positively related to follower autonomy, leader support of followers, and follower commitment to the organization. Further, followers who were supported by their leaders and who were committed to the organization were more likely to be innovative. Also, exchange quality was directly related to innovative behaviors. Contrary to expectations, transformational leadership was negatively related to innovative behaviors of followers.
502 citations
TL;DR: Using supervisory scripts as proxy of practices, it is shown that script orientation indicative of safely priority predicted climate level, whereas script simplicity and cross-situational variability predicted climate strength.
Abstract: Organizational climate research has focused on prediction of organizational outcomes rather than on climate as a social– cognitive mediator between environmental attributes and relevant outcomes. This article presents a model specifying that supervisory safety practices predict (safety) climate level and strength as moderated by leadership quality. Using supervisory scripts as proxy of practices, it is shown that script orientation indicative of safety priority predicted climate level, whereas script simplicity and cross-situational variability predicted climate strength. Transformational leadership mitigated these effects because of closer leader–member relationships. Safety climate partially mediated the relationship between supervisory scripts and injury rate during the 6-month period following climate and script measurement. Theoretical and methodological implications are discussed. Organizational climate is a socially construed and shared representation of those aspects of organizational environment that inform role behavior, that is, the extent to which certain facets of role behavior are rewarded and supported in any organization. The most relevant perceptual indicators in this regard are formal and informal policies, procedures, and practices concerning focal organizational facets, such as service and safety (Schneider & Bowen, 1985; Schneider, Bowen, Ehrhart, & Holcombe, 2000; Zohar, 2000). This description reflects the current approaches to climate research, which are associated with facet-specific rather than global climates (i.e., “climate for something,” such as service quality or employee safety; see Schneider et al., 2000). Specific climates thus provide convergent measures of employees’ perceptions of relevant policies, procedures, and practices. Given this theoretical perspective, one would expect the research to incorporate climate mainly as a mediator between environmental properties (i.e., policy and procedural characteristics) and organizational outcomes. However, literature reviews reveal a paucity of research in this direction (Denison, 1996; Ostroff, Kinicki, & Tamkins, 2003) because available studies focus almost entirely on consequences rather than on antecedents of climate. The present work was designed, therefore, to investigate attributes of managerial practice as antecedents of group-level climate. Specifically, it presents a methodology for characterizing managerial practices in terms of three climate-relevant attributes— expression of relative priorities for competing facets, internal consistency, and pattern simplicity—and explores relationships between these attributes and climate level and strength, using safety climate as the exemplar.
501 citations