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: Results indicate a partially mediated model between transformational leadership and climate strength, with density of group communication network as the mediating variable, and independent effects for group centralization of the communication and friendship networks.
Abstract: In order to test the social mechanisms through which organizational climate emerges, this article introduces a model that combines transformational leadership and social interaction as antecedents of climate strength (i.e., the degree of within-unit agreement about climate perceptions). Despite their longstanding status as primary variables, both antecedents have received limited empirical research. The sample consisted of 45 platoons of infantry soldiers from 5 different brigades, using safety climate as the exemplar. Results indicate a partially mediated model between transformational leadership and climate strength, with density of group communication network as the mediating variable. In addition, the results showed independent effects for group centralization of the communication and friendship networks, which exerted incremental effects on climate strength over transformational leadership. Whereas centralization of the communication network was found to be negatively related to climate strength, centralization of the friendship network was positively related to it. Theoretical and practical implications are discussed.
423 citations
TL;DR: Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scored in the lowest group, and there was no relationship between moral- Reasoning group and transactional leadership behaviors.
Abstract: Terms such as moral and ethical leadership are used widely in theory, yet little systematic research has related a sociomoral dimension to leadership in organizations. This study investigated whether managers' moral reasoning (n=132) was associated with the transformational and transactional leadership behaviors they exhibited as perceived by their subordinates (n=407). Managers completed the Defining Issues Test (J. R. Rest, 1990), whereas their subordinates completed the Multifactor Leadership Questionnaire (B. M. Bass & B. J. Avolio, 1995). Analysis of covariance indicated that managers scoring in the highest group of the moral-reasoning distribution exhibited more transformational leadership behaviors than leaders scoring in the lowest group. As expected, there was no relationship between moral-reasoning group and transactional leadership behaviors. Implications for leadership development are discussed.
420 citations
TL;DR: In this paper, a conceptual framework for social justice leadership as praxis and the implications of this framework for leadership preparation are explored and analyzed for a leadership preparation progra....
Abstract: Purpose: The purpose of this article is to propose a conceptual framework for social justice leadership as praxis and to explore the implications of this framework for leadership preparation progra...
416 citations
TL;DR: In this article, the authors synthesize evidence from three independent studies of conditions that foster organizational learning in schools carried out in different contexts but with comparable methods, and identify such conditions from state, district and school sources and assess the context sensitivity of each of the conditions.
Abstract: This article reports the results of synthesizing evidence from three independent studies of conditions that foster organizational learning in schools carried out in different contexts but with comparable methods. Its purpose was to identify such conditions from state, district, and school sources and to assess the context sensitivity of each of the conditions. Qualitative data were provided by a total sample of 111 teachers in 14 schools. Results identified a large number of conditions that fostered organizational learning in all schools. Among the most important of these conditions was transformational forms of principal leadership.
415 citations
TL;DR: In this paper, the authors examined the moderating effect of collectivism on the relationship between transformational leadership and work-related outcomes, such as facets of job satisfaction, organizational commitment and perceptions of organizational withdrawal behaviours.
Abstract: Previous cross-cultural research on transformational leadership has focused mainly on replicating the augmentation effects of transformational leadership over transactional leadership on followers' attitudes and behaviours Relatively few studies have systematically examined cultural impacts in moderating the influence of transformational leadership on work-related outcomes taking a cross-cultural perspective Using a field survey of 577 employees from banking and financial sectors in three emerging economies, namely: China, India and Kenya, we examined the moderating effect of collectivism on the relationships between transformational leadership, work-related attitudes and perceptions of withdrawal behaviours Our results found support for the moderating effect of collectivism on the relationship between transformational leadership and work-related outcomes, such as facets of job satisfaction, organizational commitment and perceptions of organizational withdrawal behaviours In addition, our results lend
415 citations