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 article, the authors examined gender differences in intransformational leadership from multiple perspectives, and found that at the global level, female managers rated themselves as more transformational than males.
Abstract: This study examined gender differences intransformational leadership from multiple perspectives.The sample was employees of a large international bank inAustralia. Ratings were obtained from branch managers' (n = 120 female and n = 184 male), theirsuperiors (n = 32) and subordinates (n = 588). Thefindings showed that superiors evaluated female managersas more transformational than male managers. Consistent with the superior observations, at the globallevel, female managers rated themselves as moretransformational than males, however, at the morespecific, behavioral level of analysis, significantgender differences were noted only for those subscaleswhich are more interpersonally-oriented. Subordinatesevaluated their female and male leadersequally.
297 citations
TL;DR: This paper examined the antecedents and individual as well as group-level outcomes of authentic leadership in business and research organizations, and found that leader self-knowledge and self-consistency are antecedent factors for authentic leadership and followers' satisfaction with supervisor, organizational commitment, and extra effort, and perceived team effectiveness as outcomes.
Abstract: The recent economic crisis as well as other disasters such as the oil spill in the Gulf of Mexico or the nuclear disaster in Japan has fanned calls for leaders who do not deny responsibility, hide information, and deceive others, but rather lead with authenticity and integrity. In this article, we empirically investigate the concept of authentic leadership. Specifically, we examine the antecedents and individual as well as group-level outcomes of authentic leadership in business (Study 1; n = 306) as well as research organizations (Study 2; n = 105). Findings reveal leader self-knowledge and self-consistency as antecedents of authentic leadership and followers’ satisfaction with supervisor, organizational commitment, and extra-effort as well as perceived team effectiveness as outcomes. The relations between authentic leadership and followers’ work-related attitudes as well as perceived team effectiveness are mediated by perceived predictability of the leader, a particular facet of trust. We discuss the implications of our findings for theory and practice and provide suggestions for advancing theory and research on authentic leadership in the future.
297 citations
TL;DR: In this paper, the authors describe the FRL model and show how the transformational leadership styles identified within the model are highly correlated with leader performance, and outline how the model, and the associated multifactor leadership questionnaire (MLQ), can be used successfully in training/development interventions in organizations.
Abstract: Purpose – To explain and illustrate the innovative full range leadership (FRL) model from Bass and Avolio and to demonstrate how this model can be utilized within organizations to develop transformational leadership.Design/methodology/approach – This paper describes in detail the FRL model and shows how the transformational leadership styles identified within the model are highly correlated with leader performance. Drawing on extensive personal consulting experience, the paper then outlines how the model, and the associated multifactor leadership questionnaire (MLQ), can be used successfully in training/development interventions in organizations.Findings – The FRL model is probably the most research and validated leadership model in use world‐wide today. The transformational styles described by the model are highly correlated with leadership success. Transformational leadership can be successfully taught by a development process which utilizes a combination of 360 degree feedback using the MLQ, structured...
297 citations
TL;DR: In this article, the authors argue that the universality of O.D. theory presents an incomplete model of organizational change, and propose a differentiated contingency model of change, which has implications for the choice of strategies for managing organizational change in differing circumstances.
Abstract: This paper challenges the universality of O.D. theory, arguing that it presents an incomplete model of organizational change. Two contrasting 'theories' of organization al change are compared and evaluated (the incremental and transformational theses) and also two contrasting methods of change: participation and coercion. All four approaches are seen as legitimate components of a differentiated contingency model of change. The model has implications for the choice of strategies for managing organizational change in differing circumstances and for the training of change agents.
296 citations
TL;DR: In this paper, the authors examined how employee perceptions of relational identification with the supervisor and self-efficacy mediate the relationship between transformational leadership and supervisor-rated performance, which was then positively related to employee performance.
Abstract: We examined how employee perceptions of relational identification with the supervisor and self-efficacy mediate the relationship between transformational leadership and supervisor-rated performance. Performance is used here to refer to the individual's ability to be creative, innovative, inspiring, and take on challenging tasks to achieve organizational goals for the greater good. Using a sample of 426 employees and their 75 immediate supervisors from a large automobile dealership, hierarchical linear modelling results revealed that relational identification with the supervisor mediated the relationship between transformational leadership and self-efficacy, which was then positively related to employee performance. Implications for future research, theory, and practice are discussed.
295 citations