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: In this paper, a social identity theory of leadership is described that views leadership as a group process generated by social categorization and prototype-based depersonalization processes associated with social identity.
Abstract: A social identity theory of leadership is described that views leadership as a group process generated by social categorization and prototype-based depersonalization processes associated with social identity. Group identification, as self-categorization, constructs an intragroup prototypicality gradient that invests the most prototypical member with the appearance of having influence; the appearance arises because members cognitively and behaviorally conform to the prototype. The appearance of influence becomes a reality through depersonalized social attraction processes that make followers agree and comply with the leader's ideas and suggestions. Consensual social attraction also imbues the leader with apparent status and creates a status-based structural differentiation within the group into leader(s) and followers, which has characteristics of unequal status intergroup relations. In addition, a fundamental attribution process constructs a charismatic leadership personality for the leader, which further empowers the leader and sharpens the leader-follower status differential. Empirical support for the theory is reviewed and a range of implications discussed, including intergroup dimensions, uncertainty reduction and extremism, power, and pitfalls of prototype-based leadership.
1,651 citations
TL;DR: This paper examined the potential of active collaboration between principals and teachers to enhance the quality of teaching and student performance, and found that transformational leadership is a necessary but insufficient condition for instructional leadership.
Abstract: Focusing on school leadership relations between principals and teachers, this study examines the potential of their active collaboration around instructional matters to enhance the quality of teaching and student performance. The analysis is grounded in two conceptions of leadership—transformational and instructional. The sample comprises 24 nationally selected restructured schools—8elementary, 8middle, and 8high schools. In keeping with the multilevel structure of the data, the primary analytic technique is hierarchical linear modeling (HLM). The study finds that transformational leadership is a necessary but insufficient condition for instructional leadership. When transformational and shared instructional leadership coexist in an integrated form of leadership, the influence on school performance, measured by the quality of its pedagogy and the achievement of its students, is substantial.
1,636 citations
TL;DR: This paper reviewed and evaluated major theories of leadership and summarized findings from empirical research on leadership and presented an integrating conceptual framework to show how the different theories and lines of research fit together to improve managerial practice.
1,602 citations
TL;DR: In this article, the authors define nine types of organizational cultures in terms of the extent transformational and transactional leadership and their effects form accepted ways of behaving and use the Organizational Description Questionnaire (ODQ) to describe their cultures.
Abstract: Nine types of organizational cultures are defined in terms of the extent transformational and transactional leadership and their effects form accepted ways of behaving. The Organizational Description Questionnaire (ODQ) is used by members of the organizations to describe their cultures. The nine types of organizations include the high-contrast culture with both strong transformational and transactional qualities to the "garbage can" which lacks either kind of leadership of consequence. A majority of organizations are somewhere inbetween either loosely guided, coasting, or contractual.
1,577 citations
Book•
01 Jan 1999
TL;DR: The context for changing leadership: changing leadership - a menu of possibilities transformational leadership as a place to begin is discussed in this paper, where transformational school leadership at Central Ontario Secondary School setting directions - vision, goals and high expectations developing people - individualized support, intellectual stimulation and modelling redesigning the organization - culture, structure, policy and community relationships.
Abstract: Part 1 The context for changing leadership: changing leadership - a menu of possibilities transformational leadership as a place to begin. Part 2 Transformational school leadership: transformational leadership at Central Ontario Secondary School setting directions - vision, goals and high expectations developing people - individualized support, intellectual stimulation and modelling redesigning the organization - culture, structure, policy and community relationships. Part 3 Beyond transformational leadership - broadening and deepening the approach: the problem-solving processes of transformational leaders fostering teacher leadership building teachers' commitment to change creating the conditions for growth in teachers' professional knowledge and skill leadership for organizational learning maintaining emotional balance conclusion - future schools and leader's values.
1,570 citations