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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 article, the Authentic Leadership Inventory (ALI) is proposed as a measure of authentic and transformational leadership, and the authenticity of the ALI has been validated.
Abstract: This paper presents the development and preliminary validation of a new measure of authentic leadership, the Authentic Leadership Inventory (ALI). It also assesses the recently developed Authentic Leadership Questionnaire (ALQ). Results indicate some concerns with the ALQ but support the content validity, reliability, factor structure, convergent and discriminant validity, concurrent validity, and freedom from impression management response bias of the ALI. Confirmatory factor analyses also do not support treating authentic or transformational leadership as universally global constructs. Instead, it is argued that future research would better be served by using separate authentic and transformational dimensions (rather than aggregate or global measures) to understand the unique aspects of both leadership constructs.

337 citations

Journal ArticleDOI
TL;DR: In this article, the authors examined the relationship between transformational leadership and organizational cultural orientations, as well as the joint effect of Transformational Leadership and organizational culture on business unit performance.
Abstract: Purpose – The aim of the study was to examine the relationship between transformational leadership and organizational cultural orientations, as well as the joint effect of transformational leadership and organizational culture on business unit performance.Design/methodology/approach – About 300 employees of a large financial organization in Greece filled in a number of questionnaires measuring organizational culture orientations and transformational leadership. The measurement of business unit performance was obtained by the organization under study.Findings – A path analysis showed that the achievement and adaptive cultural orientations had a direct effect on performance. Moreover, transformational leadership and humanistic orientation had an indirect positive impact on performance via achievement orientation.Research limitations/implications – A research limitation is that the causal direction of the relations between the predictors and the criteria has been partially established by controlling for the ...

337 citations

Journal ArticleDOI
TL;DR: In this article, the authors argue that good practice in teaching and learning in the English-speaking world may be compromised by structural changes in the higher education system, and they identify activity systems at the local, departmental, level as the central loci of changes in approaches to and recurrent practices.
Abstract: This article argues that good practice in teaching and learning in the English-speaking world may be compromised by structural changes in the higher education system. The impact of these changes is, however, affected by leadership practices and working cultures at the departmental level. These can, it is argued, assist in the development of 'deeper' teaching and learning practices even in a context which may be seen as unfavourable to them. Rejecting simplistic notions of transformational leadership and organisational cultural engineering, the article identifies activity systems at the local, departmental, level as the central loci of changes in approaches to and recurrent practices in teaching and learning. Desirable change is most likely to be achieved in collective and collaborative ways, which means that change processes are contingent and contextualised, and that outcomes are unpredictable and fuzzy. The data in this article come from in-depth interviews with academics in England and Canada; from one...

337 citations

Journal ArticleDOI
TL;DR: The paper considers OI and OL jointly to promote organizational entrepreneurship and to increase competitive advantages and empirically reflects the need to strengthen different strategic capabilities to achieve an adequate level of both organizational issues and thus improve performance.
Abstract: Purpose – To analyze a series of strategic capabilities/factors that affects organizational innovation (OI) and organizational learning (OL) (personal mastery, transformational leadership, shared vision, proactivity and environment) and demonstrate that OL and innovation are positively related to organizational performance.Design/methodology/approach – Based on prior research, the paper develops a number of testable hypotheses. It examines how personal mastery, transformational leadership, shared vision, proactivity and environment influence improvements in performance. The paper uses inter‐factor correlations matrix and multiple regressions analyses and empirically tests these hypotheses using a sample of 408 Spanish organizations.Findings – Considers OI and OL jointly to promote organizational entrepreneurship and to increase competitive advantages. Empirically reflects the need to strengthen different strategic capabilities to achieve an adequate level of both organizational issues and thus improve per...

336 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined relationships among transformational leadership, employee identification with leader, innovative climate, and employee creativity in a diverse sample of 212 employees and their immediate supervisors from 71 workgroups representing 55 organizations.
Abstract: We examined relationships among transformational leadership, employee identification with leader, innovative climate, and employee creativity in a diverse sample of 212 employees and their immediate supervisors from 71 workgroups representing 55 organizations. Results from multi-level linear modeling analyses indicated that transformational leadership was not significantly related with employee creativity, nor were the two way interactions of transformational leadership × identification with leader and transformation leadership × innovative climate. However, the three-way interaction of transformational leadership, employee identification with leader, and innovative climate was associated with employee creativity. We discuss the implications of these findings for practice and theory.

336 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