Topic
Transformational leadership
About: Transformational leadership is a research topic. Over the lifetime, 18939 publications have been published within this topic receiving 600379 citations.
Papers published on a yearly basis
Papers
More filters
[...]
TL;DR: Women managers are succeeding not by adopting the traditional command-and-control leadership style but by drawing on what is unique to their experience as women, according to a study the author conducted for the International Women's Forum.
Abstract: While Mary Hartman helped us see the importance of continually rethinking our response to the issues that women face, Judy Rosener frames the problems and opportunities that women encounter in organizations in a very specific way. Her response is one that emphasizes the unique contributions that women leaders make within organizations. In her now classic article on women leaders we find a demonstration that a transformative collaborative model of leading is both more typical of women leaders and actually very effective, particularly in large organizations. As the book progresses, we shall see that the strategy of emphasizing women leaders’ “unique” leadership style also has its dangers, as it tends to strengthen gender stereotypes. We however include this perspective here because we want to trace the various possible responses to the changing situation of women within organizations, and consider its costs and benefits before offering new perspectives. Rosener’s article does offer us some crucial insights into alternative leadership models that may be more appropriate responses to contemporary organizational dynamics. Although Rosener barely touches on it, a transformational leader is more comfortable in a complex environment of a large multinational corporation, and that style of leadership, in turn, is more conducive to leadership success in global companies.
1,534 citations
TL;DR: In this paper, the authors examined whether psychological empowerment mediated the effects of transformational leadership on followers' organizational commitment, and also examined how structural distance between leaders and followers moderated the relationship between transformation and organizational commitment.
Abstract: Summary Using a sample of 520 staff nurses employed by a large public hospital in Singapore, we examined whether psychological empowerment mediated the effects of transformational leadership on followers’ organizational commitment. We also examined how structural distance (direct and indirect leadership) between leaders and followers moderated the relationship between transformational leadership and organizational commitment. Results from HLM analyses showed that psychological empowerment mediated the relationship between transformational leadership and organizational commitment. Similarly, structural distance between the leader and follower moderated the relationship between transformational leadership and organizational commitment. Implications for research and practice of our findings are discussed. Copyright # 2004 John Wiley & Sons, Ltd.
1,524 citations
TL;DR: This article investigated the relationship between two types of change-oriented leadership (transformational leadership and managerial openness) and subordinate improvement-oriented voice in a two-phase study and found that openness is more consistently related to voice, given controls for numerous individual differences in subordinates' personality, satisfaction, and job demography.
Abstract: We investigate the relationships between two types of change-oriented leadership (transformational leadership and managerial openness) and subordinate improvement-oriented voice in a two-phase study. Findings from 3,149 employees and 223 managers in a restaurant chain indicate that openness is more consistently related to voice, given controls for numerous individual differences in subordinates’ personality, satisfaction, and job demography. This relationship is shown to be mediated by subordinate perceptions of psychological safety, illustrating the importance of leaders in subordinate assessments of the risks of speaking up. Also, leadership behaviors have the strongest impact on the voice behavior of the best-performing employees.
1,524 citations
TL;DR: This article found that transformational leadership is associated with the way followers view their jobs, in terms of Hackman and Oldham's (1976) core job characteristics, such as intrinsic motivation, and goal commitment.
Abstract: Although the effects of transformational leadership on task performance and organizational citizenship behavior (OCB) are well-documented, the mechanisms that explain those effects remain unclear. We propose that transformational leadership is associated with the way followers view their jobs, in terms of Hackman and Oldham’s (1976) core job characteristics. Results of our study support a structural model whereby indirect effects supplement the direct effects of transformational leadership on task performance and OCB through the mechanisms of job characteristics, intrinsic motivation, and goal commitment. Additional analyses revealed that transformational leadership relationships were significantly stronger for followers who perceived highquality leader-member exchange.
1,517 citations
Book•
15 Jul 1998
TL;DR: In this paper, a model of Charismatic Leadership is presented, and a comparison of the characteristics of different types of charismatic leaders is presented. But, the Shadow Side of Charisma Looking to the Future
Abstract: PART ONE: THEORY DEVELOPMENT Evolution of the Field A Model of Charismatic Leadership Charismatic Leadership Measurement and Empirical Validity PART TWO: COMPONENTS OF CHARISMATIC LEADERSHIP The Leader's Search for Opportunity Aligning The Organization through Vision Implementing the Vision PART THREE: REMAINING CHALLENGES The Shadow Side of Charisma Looking to the Future
1,494 citations