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Transformational leadership

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


Papers
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Journal ArticleDOI
TL;DR: This article proposed a model of values led contingency leadership which takes into account the realities of successful principalship of schools in changing times, and moves beyond polarized concepts of transactional and transformational leadership.
Abstract: The research reported in this paper, which collected and compared the perspectives of those who, in addition to principals themselves, arguably possess the closest working knowledge of leadership, i.e. teachers, parents, governors and students, reveals a different, more complex reality of effective headship than previous studies have revealed. It proposes a model of values led contingency leadership which takes into account the realities of successful principalship of schools in changing times, and moves beyond polarized concepts of transactional and transformational leadership.

270 citations

Journal ArticleDOI
TL;DR: In this article, the authors explored the relationship between transformational leadership and employee innovative work behaviour, additionally examining the moderating effect of gender of the manager and gender of an employee.
Abstract: The importance of innovation within organizations has been demonstrated on numerous occasions, which has subsequently led to the identification of effective leadership as a potential catalyst. Accordingly, empirical findings have repeatedly demonstrated a positive relationship between transformational leadership and work unit effectiveness measures. This study explores the relationship between transformational leadership and employee innovative work behaviour, additionally examining the moderating effect of gender of the manager and gender of the employee. Data were gathered within four Australian hospitals, generating a dataset of 335 respondents. The findings revealed a positive and significant relationship between transformational leadership and innovative work behaviour. Furthermore, gender of the manager moderated the latter relationship, indicating that employees report more innovative behaviour when the transformational leadership is displayed by male in comparison with female managers, confirming our gender bias hypothesis. No significant effect was found for the threeway interaction of transformational leadership, gender of the manager, and gender of the employee. Implications and directions for future research are discussed.

269 citations

Journal ArticleDOI
TL;DR: In this paper, the appropriate way to define and measure ethical leadership has been a source of conceptual confusion in the leadership literature, and different measures have been developed, but they all have limita...
Abstract: The appropriate way to define and measure ethical leadership has been a source of conceptual confusion in the leadership literature. Different measures have been developed, but they all have limita...

269 citations

Journal ArticleDOI
TL;DR: Dramatic increases in sophistication are shown from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership.
Abstract: Although in the early years of the Journal leadership research was rare and focused primarily on traits differentiating leaders from nonleaders, subsequent to World War II the research area developed in 3 major waves of conceptual, empirical, and methodological advances: (a) behavioral and attitude research; (b) behavioral, social-cognitive, and contingency research; and (c) transformational, social exchange, team, and gender-related research. Our review of this work shows dramatic increases in sophistication from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership. Yet, many of the themes that characterize contemporary leadership research were also present in earlier research. (PsycINFO Database Record

269 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the impact of two comparative leadership styles on organizational performance outcomes and concluded that transformational leadership has more impact on organizational learning than servant leadership and that organizational learning enhances organizational performance.
Abstract: The purpose of this study is to examine the impact of two comparative leadership styles on organizational performance outcomes. The leadership styles undertaken is transformational and servant leadership. A sample of 155 participants is taken from profit-oriented service sector of Pakistan. Data through survey gathered on a five point likert scale from organizations. AMOS and SPSS are used for statistical analysis. The result shows that, transformational leadership has more impact on organizational learning than servant leadership. Furthermore organizational learning enhances organizational performance. Managers and leaders of corporate sector can get benefited from this study. Their main objective is to maximize the profitability of organization thus, they can choose leadership style which polishes their abilities and helps them to achieve profit maximization.

268 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20242
20231,359
20222,757
20211,032
20201,252
20191,209