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: This article reviewed the conceptual and empirical development of transformational leadership as it evolved through the work of James MacGregor Burns, Bernard M. Bass, Bruce J. Avolio, and Kenneth Leithwood.
Abstract: Over the past four decades, the concept of leadership has become increasingly more complex and elaborate. Considerable debate has emerged over the most suitable model for educational leadership. Dominating the literature are two conceptual models: instructional leadership and transformational leadership. This paper will review the conceptual and empirical development of transformational leadership as it evolved through the work of James MacGregor Burns, Bernard M. Bass, Bruce J. Avolio, and Kenneth Leithwood. Moreover, the paper will discuss some of the conflicting opinions and diverging perspectives from many of the critics of transformational leadership. The author argues that transformational leadership will continue to evolve in order to adequately respond to the changing needs of schools in the context of educational accountability and school reform.
341 citations
TL;DR: Findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.
Abstract: This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.
340 citations
TL;DR: The authors extended the transactional-transformational model of leadership by deductively developing four theoretical behavioral types of leadership based on a historical analysis of leadership literature, including directive leadership, transactional leadership, transformational leadership, and empowering leadership.
Abstract: Extends the transactional‐transformational model of leadership by deductively developing four theoretical behavioral types of leadership based on a historical analysis of leadership literature. Then, in an exploratory empirical phase, uses two data sets to inductively develop alternative models of leadership types. Finally, with a third data set, tests several theoretically plausible typologies using second‐order confirmatory factor analysis (CFA). The results of the CFA generally support the existence of four leadership types: directive leadership, transactional leadership, transformational leadership, and empowering leadership.
340 citations
TL;DR: This paper developed and tested a conceptual model of followers' perceptions of transformational leadership as an antecedent to their positive psychological capital, a higher-order construct that represents an individual's motivational propensity and perseverance toward goals.
Abstract: This article develops and tests a conceptual model of followers' perceptions of transformational leadership as an antecedent to their positive psychological capital—a higher-order construct that represents an individual's motivational propensity and perseverance toward goals. Positive psychological capital, in turn, has in-role performance and organizational citizenship behavior as consequences. Structural equation modeling results support the relationship between followers' perceptions of transformational leadership and positive psychological capital, as well as the relationship between positive psychological capital and each performance outcome. Implications of these results are discussed regarding the literatures of transformational leadership and positive organizational behavior.
339 citations
TL;DR: In this article, the authors assess the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale (PLIS) and the Multi-Factor Leadership Questionnaire (MLQ).
Abstract: The ethical nature of transformational leadership has been hotly debated. This debate is demonstrated in the range of descriptors that have been used to label transformational leaders including narcissistic, manipulative, and self-centred, but also ethical, just and effective. Therefore, the purpose of the present research was to address this issue directly by assessing the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale (PLIS) and the Multi-Factor Leadership Questionnaire (MLQ). In a national sample of 1354 managers a moderate to strong positive relationship was found between perceived integrity and the demonstration of transformational leadership behaviours. A similar relationship was found between perceived integrity and developmental exchange leadership. A systematic leniency bias was identified when respondents rated subordinates vis-a-vis peer ratings. In support of previous findings, perceived integrity was also found to correlate positively with leader and organisational effectiveness measures.
338 citations