Transformational leadership

About: Transformational leadership is a research topic. Over the lifetime, 18939 publications have been published within this topic receiving 600379 citations.

How transformational leadership weaves its influence on individual job performance: the role of identification and efficacy beliefs

Abstract: This study examined how transformational leadership directly and indirectly relates to supervisory-rated performance collected over time including 437 participants employed by 6 U.S. banking organizations in the midwest. Results revealed that one's identification with his or her work unit, self-efficacy, and means efficacy were related to supervisor-rated performance. The effect of transformational leadership on rated performance was also mediated by the interaction of identification and means efficacy, as well as partially mediated by the interaction of self-efficacy and means efficacy. Implications for research, theory, and practice are discussed.

Transformational Leadership and Multiple Levels of Analysis

Abstract: Transformational leadership was clarified conceptually in this study by focusing on leader-follower interactions in terms of multiple levels of analysis: individuals, dyads within groups, and groups. The focal leaders were 186 United States Navy Officers who were graduates of the United States Naval Academy and on active duty assigned to the surface warfare fleet. Data about the officers were collected from 793 senior subordinates of the officers via a mail survey. Results from within and between analysis (WABA) suggest that the network of relationships was based primarily on individual differences in subordinates' perceptions of leadership and outcomes. Transformational leadership as compared to transactional or laissez-faire leadership was related more strongly to subordinates' extra effort and satisfaction with the focal officers and the officers' effectiveness.

Relation of Principal Transformational Leadership to School Staff Job Satisfaction, Staff Turnover, and School Performance.

Abstract: In the present study, the direct effect of principal transformational leadership to school staff turnover and school performance was examined, in addition to its indirect effect through school staff job satisfaction. Survey data were obtained from elementary school staff and students, and school‐aggregated student achievement test scores were obtained from school archives. Results showed that staff reports of principal behaviors could be described in terms of the three components of transformational leadership: inspiration or charisma, individualized consideration, and intellectual stimulation. Principal transformational leadership was not associated directly with either school staff turnover or school‐aggregated student achievement progress. Rather, principal transformational leadership showed an indirect effect, through staff job satisfaction, on school staff turnover (negative) and on school‐aggregated student achievement progress (positive). Finally, higher levels of school staff job satisfaction were associated with smaller achievement gaps between minority and non‐minority students. This result was more evident among schools having higher levels of principal transformational leadership. Results are discussed in relation to the role of transformational leadership in school performance and in recruiting, training, and evaluating school principals.

I warn you because I like you: Voice behavior, employee identifications, and transformational leadership

Abstract: Voice behavior refers to the behavior that proactively challenges the status quo and makes constructive changes. Previous studies have explored the antecedents of employees' voice behavior, but to whom employees are likely to voice their thoughts has remained rarely examined. We propose that voice behavior is target-sensitive and that there are two types of voice behavior: speaking out (voice toward peers) and speaking up (voice toward the supervisor). Transformational leadership facilitates both speaking out and speaking up. However, it produces effects on employees via different types of employee identifications. Specifically, social identification predicts only speaking out, while personal identification predicts only speaking up. In contrast, affiliative extra-role behavior is less target-sensitive, and transformational leadership influences affiliative extra-role behavior via both social identification and personal identification. We examined our hypotheses by collecting both self-reported and coworker data from 191 Chinese employees in different organizations. Our hypotheses gained general support from the data. Implications for research and practice are discussed.

Emotional intelligence and transformational and transactional leadership: A meta-analysis.

Abstract: The purpose of this study is to evaluate claims that emotional intelligence is significantly related to transformational and other leadership be haviors. Results (based on 62 independent samples) indicated a validity estimate of .59 when ratings of both emotional intelligence and leadership behaviors were provided by the same source (self, subordinates, peers, or superiors). However, when ratings of the constructs were derived from different sources, the validity estimate was .12. Lower validity estimates were found for transactional and laissez-faire leadership behaviors. Separate analyses were performed for each measure of emotional intelligence. Trait measures of emotional intelligence tended to show higher validities than ability-based measures of emotional intelligence. Agreement across ratings sources for the same construct was low for both transformational leadership (.14) and emotional intelligence (.16).