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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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Journal ArticleDOI
TL;DR: In this paper, a model of transformational leadership and performance was developed and tested with a representative sample of 186 United States Navy Officers who were graduates of the United States Naval Academy (USNA) and assigned to the surface warfare fleet.
Abstract: A model of transformational leadership and performance was developed and tested with a representative sample of 186 United States Navy Officers who were graduates of the United States Naval Academy (USNA) and assigned to the surface warfare fleet. Longitudinal and multisource data concerning these officers were collected from USNA records, 793 senior subordinates of the officers, and the officers' superiors since time of commission. LISREL procedures were used to test the basic model, and results provided support for the proposed conceptualization. Military performance as midshipmen at the USNA predicted officers' subsequent transformational and laissez-faire leadership and officers' appraised performance while on fleet assignment. Officers' transformational leadership while on fleet duty predicted officers' appraised performance. Also, officers' transformational and laissez-faire leadership while on assignment in the fleet predicted attributed effects of the officers' leadership behavior. Implications of the results for leadership theory and practice are discussed.

435 citations

Journal ArticleDOI
TL;DR: In this article, a longitudinal experiment was conducted to evaluate the effects of leadership style (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a GDSS.
Abstract: A longitudinal laboratory experiment was conducted to evaluate the effects of leadership style (transactional vs. transformational) and anonymity level (identified vs. anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a Group Decision Support System (GDSS). GDSS are interactive networks of computers for generating solutions to unstructured problems. Results indicated that GDSS anonymity amplified the positive effect of transformational leadership on group potency relative to transactional leadership in the group writing session of the task. GDSS anonymity also increased the effect of transformational leadership relative to transactional leadership on group effectiveness. Implications for practice and future research are discussed.

433 citations

Journal ArticleDOI
TL;DR: In this article, a longitudinal questionnaire study was carried out within the elderly care sector in a Danish local governmental department and a theory-driven model of the relationships between leadership, work characteristics, and psychological well-being was tested using St...
Abstract: Transformational leaders employ a visionary and creative style of leadership that inspires employees to broaden their interest in their work and to be innovative and creative. There is some evidence that transformational leadership style is linked to employee psychological well-being. However, it is not clear whether this is due to (1) a direct relationship between leadership behaviour and affective well-being outcomes, or (2) a relationship between leadership behaviour and well-being that is mediated by followers’ perceived work characteristics. (Such characteristics include role clarity, meaningfulness, and opportunities for development.) This study aims to extend previous work by examining the validity of these two mechanisms in a longitudinal questionnaire study. The study was carried out within the elderly care sector in a Danish local governmental department. A theory-driven model of the relationships between leadership, work characteristics, and psychological well-being was tested using St...

432 citations

Journal ArticleDOI
TL;DR: In this paper, effective teaching and mentoring: Realizing the Transformational Power of Adult Learning Experiences, the authors discuss the importance of adult learning experiences in the development of a learner.
Abstract: (1988). Effective Teaching and Mentoring: Realizing the Transformational Power of Adult Learning Experiences. The Journal of Higher Education: Vol. 59, No. 4, pp. 477-479.

432 citations

Journal ArticleDOI
TL;DR: Mental health service organizations may benefit from improving transformational and transactional supervisory leadership skills in preparation for implementing evidence-based practices.
Abstract: Objective: Leadership in organizations is important in shaping workers’ perceptions, responses to organizational change, and acceptance of innovations, such as evidence-based practices. Transformational leadership inspires and motivates followers, whereas transactional leadership is based more on reinforcement and exchanges. Studies have shown that in youth and family service organizations, mental health providers’ attitudes toward adopting an evidence-based practice are associated with organizational context and individual provider differences. The purpose of this study was to expand these findings by examining the association between leadership and mental health providers’ attitudes toward adopting evidence-based practice. Methods: Participants were 303 public-sector mental health service clinicians and case managers from 49 programs who were providing mental health services to children, adolescents, and their families. Data were gathered on providers’ characteristics, attitudes toward evidence-based practices, and perceptions of their supervisors’ leadership behaviors. Zero-order correlations and multilevel regression analyses were conducted that controlled for effects of service providers’ characteristics. Results: Both transformational and transactional leadership were positively associated with providers’ having more positive attitudes toward adoption of evidence-based practice, and transformational leadership was negatively associated with providers’ perception of difference between the providers’ current practice and evidence-based practice. Conclusions: Mental health service organizations may benefit from improving transformational and transactional supervisory leadership skills in preparation for implementing evidence-based practices. (Psychiatric Services 57:1162–1169, 2006)

430 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20242
20231,359
20222,757
20211,032
20201,252
20191,209