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, the authors examined the construct validity of instrumental leadership and found evidence for a four-factor IL model that was highly prototypical of good leadership, which predicted top-level leader emergence controlling for the full-range factors, initiating structure and consideration.
Abstract: Leaders must scan the internal and external environment, chart strategic and task objectives, and provide performance feedback. These instrumental leadership (IL) functions go beyond the motivational and quid-pro quo leader behaviors that comprise the full-range—transformational, transactional, and laissez faire—leadership model. In four studies we examined the construct validity of IL. We found evidence for a four-factor IL model that was highly prototypical of good leadership. IL predicted top-level leader emergence controlling for the full-range factors, initiating structure, and consideration. It also explained a unique variance in outcomes beyond the full-range factors; the effects of transformational leadership were vastly overstated when IL was omitted from the model. We discuss the importance of a “fuller full-range” leadership theory for theory and practice. We also showcase our methodological contributions regarding corrections for common method variance (i.e., endogeneity) bias using two-stage least squares (2SLS) regression and Monte Carlo split-sample designs.
300 citations
01 Jan 2002
TL;DR: In this article, the authors focus on three aspects of high school functioning in the context of educational reform: leadership and the school results of organisational learning and student outcomes, and a brief review of recent and significant work in these areas provides a framework for a discussion of what makes a difference to high school performance.
Abstract: This chapter focuses on three aspects of high school functioning in the context of educational reform: leadership and the school results of organisational learning and student outcomes. A brief review of recent and significant work in these areas provides a framework for a discussion of what makes a difference to high school performance. The findings of a three-year study of high schools in two Australian states is used to extend our present knowledge of these areas, and the nature of their interaction and influence on school processes and outcomes.
299 citations
TL;DR: In this paper, the mediating role of team-building is proposed as a possible explanation of the relationship between transformational leadership and project success. But, the results of the study indicate that teambuilding partially mediates the effect of transformational leaders on project success, which is not known about the mechanisms that explain this effect.
298 citations
TL;DR: In this paper, the authors use the self-concept based theory of leadership and social exchange theory to hypothesize processes linking transformational leadership to follower performance outcomes, and test results from a test of these relationships in a sample of employees of a large telecommunication company in China largely support their hypothesized model.
Abstract: We use the self-concept based theory of leadership and social exchange theory to hypothesize processes linking transformational leadership to follower performance outcomes. Specifically, we hypothesize that (a) transformational leadership relates to followers' work engagement both directly and indirectly through their psychological states, (b) work engagement relates to innovative behavior, (c) innovative behavior relates to task performance, and (d) the work engagement–innovative behavior relationship is moderated by leader–member exchange. Results from a test of these relationships in a sample of employees of a large telecommunication company in China largely support our hypothesized model.
298 citations
TL;DR: In this paper, the authors examined how project managers' leadership styles and subordinates' organizational commitment correlates with leadership outcomes and work performance of subordinates on construction projects and found that project managers can adapt their leadership behaviours in order to enhance subordinates' commitment, improve work performance, and consequently increase a positive working atmosphere.
Abstract: Purpose – This study aims to examine how project managers' leadership styles and subordinates' organisational commitment correlates with leadership outcomes and work performance of subordinates on construction projects. It provides significant value for both practitioners and academics. On the practical side, it seeks to inform project managers that they can adapt their leadership behaviours in order to enhance subordinates' organizational commitment, improve work performance, and consequently increase a positive working atmosphere. Academically, the study aims to provide additional insights into the leadership field by contributing to the future development of this study area.Design/methodology/approach – Leadership styles and leadership outcomes were measured using Bass and Avolio's multifactor leadership questionnaire (MLQ). Porter et al.'s organizational commitment questionnaire (OCQ) was used to measure organizational commitment of subordinates. A total of 156 respondents (project managers, engineers...
297 citations