Transformational leadership

About: Transformational leadership is a research topic. Over the lifetime, 18939 publications have been published within this topic receiving 600379 citations.

Assessing the discriminant validity of transformational leader behaviour as measured by the MLQ1

Abstract: Bass's (1985) proposition that transformational leadership can be defined by distinct constructs (charisma, intellectual stimulation and individualized consideration) was tested. Using LISREL 8 confirmatory factor analysis, a three-factor first-order model (Model 1) was compared with a single-factor model (Model 2) and a hierarchical model (Model 3). The sample consisted of 1440 subordinates who worked in Australia for an international bank. The Multifactor Leadership Questionnaire (MLQ-5X; Avolio, Bass & Jung, 1995) was used to assess transformational leadership. The findings showed that a multidimensional first-order model and a hierarchical model both fitted the data. Based on the evidence presented, it was argued that the MLQ assesses a single higher order construct of transformational leadership and that there is little evidence to support the contention that the MLQ measures distinct transformational leader behaviours.

Effects of leadership style on organizational performance: a survey of selected small scale enterprises in ikosi-ketu council development area of lagos state, nigeria

Abstract: This study has investigated the effects of leadership style on organizational performance in small scale enterprises. The major objective was to determine effect of leadership styles on performance in small scale enterprises. Transformational and transactional leadership styles were considered in this study. Transformational leadership behaviours and performance/outcome considered relevant in the study were charisma, inspirational motivation and intellectual stimulation/individual consideration; and effectiveness, extra effort and satisfaction, respectively. Transactional leadership bahaviours and performance/outcome variables were constructive/contingent reward and corrective/management by exception; and effort, productivity and loyalty/commitment, respectively. The study followed a survey design, and employed evaluative quantitative analysis method. Analysis was based on primary data generated through a structured Multifactor Leadership Questionnaire (MLQ) administered on respondents. Responses to research statements were scaled and converted to quantitative data via code manual developed for the study to enable segmentation of the data responses into dependent and independent variables based on leadership behaviours and associated performance variables. OLS multiple regression models were specified, estimated and evaluated. The result showed that while transactional leadership style had significant positive effect on performance, transformational leadership style had positive but insignificant effect on performance. The study concluded that transactional leadership style was more appropriate in inducing performance in small scale enterprises than transformational leadership style and, therefore, recommended transactional leadership style for the small enterprises with inbuilt strategies for transition to transformational leadership style as the enterprises developed, grew and matured.

The influence of leadership styles on employees' job satisfaction in public sector organizations in Malaysia

Abstract: Leadership is a process influence between leaders and subordinates where a leader attempts to influence the behaviour of subordinates to achieve the organizational goals. Organizational success in achieving its goals and objectives depends on the leaders of the organization and their leadership styles. By adopting the appropriate leadership styles, leaders can affect employee job satisfaction, commitment and productivity. Two hundred Malaysian executives working in public sectors voluntarily participated in this study. Two types of leadership styles, namely, transactional and transformational were found to have direct relationships with employees’ job satisfaction. The results showed that transformational leadership style has a stronger relationship with job satisfaction. This implies that transformational leadership is deemed suitable for managing government organizations. Implications of the findings were discussed further.

The Courageous Follower: Standing Up to and for Our Leaders

Abstract: For every leader there are dozens of followers working closely with them. This book speaks to those followers and gives them the insights and tools for being effective partners with their leaders. It is a guide that can be kept on a bookshelf and referred to repeatedly when confronted with the challenges of supporting and, at times, correcting a dynamic leader. Since its original release in 1995, The Courageous Follower has been quoted and put on reading lists everywhere from military leadership courses to church sermons to union meeting notices to corporate leadership programs. It has been recognized as the missing link in leadership development and in the sustainability of core values by senior management teams. This new edition has been updated and expanded to speak to the widespread failures of leadership we have witnessed - from the Catholic Church to the FBI to the largest corporations in the world. Boards of Directors, Senior Managers and staff who are loyal to the mission of their organizations, will all find the expanded edition more essential than ever to preventing and righting leadership wrongs and supporting and fostering values-based leadership efforts.

Transformational leadership and employee psychological well-being: The mediating role of employee trust in leadership

Abstract: The relationship between employees’ perceptions of their managers’ transformational leadership style and employees’ psychological well-being was examined in two studies. In Study 1, trust in the leader fully mediated the positive relationship between perceptions of managers’ transformational leadership and employee psychological well-being in a cross-sectional sample (n=436). Study 2 (n=269) (1) replicated the mediated effect found in Study 1; (2) extended the model by showing that active management-by-exception and laissez-faire behaviours negatively affected employee psychological well-being by reducing trust in the manager; and (3) excluded the possibility that these results were accounted for by individual differences or liking of the manager. Theoretical and practical applications, as well as directions for future research are discussed.