Transformational leadership: Second edition
Abstract
Transformational Leadership, Second Edition is intended for both the scholars and serious students of leadership. It is a comprehensive review of theorizing and empirical research that can serve as a reference and starting point for additional research on the theory. It can be used as a supplementary textbook in an intense course on leadership--or as a primary text in a course or seminar focusing on transformational leadership. New in the Second Edition: New, updated examples of leadership have been included to help illustrate the concepts, as well as show the broad range of transformational leadership in a variety of settings. New chapters have been added focusing specifically on the measurement of transformational leadership and transformational leadership and effectiveness. The discussion of both predicators and effects of transformational leadership is greatly expanded. Much more emphasis is given to authentic vs. inauthentic transformational leadership. Suggestions are made for guiding the future of research and applications of transformational leadership. © 2006 by Lawrence Erlbaum Associates, Inc. All rights reserved.
... This conversation aims to investigate how Jung's psychological framework, especially his emphasis on the historical dimension of the human psyche, can offer deeper insights into relational dynamics in contemporary leadership. It seeks to present new viewpoints and implications for its practice, suggesting that a leader's effectiveness could be markedly enhanced by understanding the various psychological layers that govern human behavior (Bass & Riggio, 2006;Day, 2001). ...
... Considering the ideas from Jung, Lacan, and Winnicott can offer insightful perspectives when applied to the study of contemporary leadership dynamics (Grint, 2000;McGuire, 1995;Ogden, 1986;Turkle, 1978). It can offer a deeper comprehension of the interpersonal and intrapersonal processes that underlie effective leadership, thereby enhancing the ability to lead with empathy, vision, and innovation (Bass & Riggio, 2006). ...
... Moreover, Jung's analytical psychology intersects neatly with the contemporary shift towards more relational and contextual approaches to leadership. By acknowledging the deep psychological undercurrents that influence human behavior, leaders can better understand the relational dynamics within their teams and organizations (Bass & Riggio, 2006). This understanding is vital in managing diverse teams, resolving conflicts, and fostering a positive and inclusive work environment. ...
This article explores the integration of Carl Jung's analytical psychology into leadership studies, offering a comprehensive analysis of how Jungian concepts like archetypes, the collective unconscious, and individuation can enrich our understanding of leadership dynamics. The paper delves into the context of Jung's theories, comparing and contrasting them with the psychoanalytic perspectives of other titans' psychological thinkers: Freud, Lacan, and Winnicott. It examines the role of Jung's concepts in shaping leadership identity and group dynamics within organizational settings, highlighting the significance of the unconscious elements in leadership. The process of individuation and its relation to authentic leadership is explored, alongside strategies for leaders to foster their personal development. The paper further discusses the integration of various psychoanalytic perspectives, addressing the empirical contributions, challenges, and critiques faced by Jung's theories. Finally, it outlines practical applications of Jung's psychological framework in contemporary leadership, suggesting directions for future research. In summary, this study aims to contribute to a more holistic and psychologically informed understanding of contemporary leadership, emphasizing the importance of self-awareness and psychological depth in effective leadership practices.
... Many fields of study, including sociology, psychology, business, and economics, have delved into the many elements of leadership. Leaders that can express a vision, inspire a feeling of shared purpose among employees, and urge them to take action are essential for any organization to thrive, as outlined by Bass and Riggio (2006). Robbins and Coulter (2017) defined management as the 'planning, organizing, and regulating of resources' that directs an organization towards its goals. ...
... An effective leader, in this opinion, is one who can motivate subordinates to work towards a common objective. 10. Bass and Riggio (2006) stated that a great leader is one who creates a compelling vision of the future and motivates their people to work diligently to make it a reality. A leader is someone who inspires followers to act now in order to make tomorrow better. ...
... Tough-minded: Perseverance is a trait that enables managers to make difficult decisions, handle conflicts, and provide constructive feedback. Bass and Riggio (2006) argued that stubborn managers put organizational interests ahead of personal biases and feelings. They show courage and resilience in dealing with difficult situations and stay true to their beliefs. ...
Management and leadership in today's businesses face a number of issues as a result of the dynamic nature of the modern corporate world. Management and leadership problems are examined, as are methods for addressing them. Rapid institutional change, training the next generation of leaders, dealing with cultural differences, and ethical concerns are just some of the difficulties that leaders must confront. Leaders must be adaptable, willing to make changes in the face of uncertainty, and committed to sourcing and developing talent from inside the organization. Emotional intelligence, ethical leadership, and the use of agile management practises are the lynchpins of every successful management or leadership team. To be competitive, businesses need leaders who can adjust to new situations, and here is where emotional intelligence comes in handy. While ethical leadership inspires workers to do the right thing, flexible management practises promote innovation and data-driven decision making. Successful institutions or organisations provide their top executives with the training they need to take advantage of the opportunities and overcome the threats of the modern business world. An organization’s future prospects may improve if it invests in the growth of its leadership team and adopts flexible business practises. The paper recommends that businesses prioritise leadership development programmes that seek to identify, nurture, and empower future leaders through training, mentoring, and experiential learning in order to create a pipeline of leaders who can handle change, motivate their teams, and spark innovation.
... Transformational leadership is consisting of four dimensions: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass & Riggio, 2006). Idealized influence happens when the leader acts as a role model and gets trust and respect of his or her followers. ...
... In essence, transformational leadership is based on a strong identity between the manager and the social unit in which the leadership takes place (Rafferty & Griffin, 2004). In this process, leaders increase followers awareness and understanding of moral values and inspirational vision and encourage the followers to transcend their own personal goals and interests for the excellence of the community (Bass & Riggio, 2006). It is suggested that the way transformative leaders affect employee well-being is a process whereby the positive emotions experienced and expressed by the transformative leader are transmitted to employees through the process of emotional contagion (Bono & Ilies, 2006). ...
... As the results displayed, trust and participation among employees as well as their recognition, support, and encouragement can lead to employees' green behaviors in the organization and significantly contribute to the environmental protection. Transformational leadership includes four basic behaviors of intelligent mobility, ideal impact, inspirational motivation, and individual interventions, each of which can affect employees' environmental behaviors (Bass & Riggio, 2006). Further, this hypothesis showed that the highest factor load of employees' green behavior variable was related to the third question (job tasks expected of me, with environmentally friendly methods) (0.86). ...
Article type: Research Article This study aimed at investigating the effect of transformational leadership and organizational identity on the green behavior of physical education teachers with the mediating role of well-being. A quantitative approach employing 176 respondents was applied and data were collected in West Azerbaijan, Iran. The results showed that transformational leadership and organizational identity positively affect physical education teachers' well-being and their green behaviors. The findings further revealed that well-being does not influence green behavior and has no mediating role in the relationship between transformational leadership and organizational identity with green behavior. The findings suggest that transformational leadership can be used as a medium to motivate employees to adapt green environmental behaviors. The study offers both practical and theoretical implications.
... Second, all four factors of transformational leadership promote subordinates' psychological capital and help prevent their resources from depletion [28]. Idealized influence allows subordinates to identify with and want to emulate everything that their leaders do, thereby promoting their optimism and belief in problem-solving skills [29]. Inspirational motivation presents followers with a clear vision of their future and the belief that they will acquire the necessary abilities to realize their vision. ...
... These works enable members to strive, persevere, and create a knowledgesharing climate within their group to avoid unnecessary resource exploration activities [30]. Intellectual stimulation allows members to interpret problems in new ways, viewing obstacles as challenging and being stress resilient [29]. Individualized consideration provides meaning to subordinates' roles and enhances their confidence [31]. ...
... Individualized consideration provides meaning to subordinates' roles and enhances their confidence [31]. Third, transactional leadership establishes the expectation that subordinates can achieve corresponding results if they strive and creates a belief that they can complete their tasks with their leaders [29]. Conversely, the lack of guidance and information, reflective of passive leadership, heightens members' role ambiguity, which exhausts their psychological resources [32]. ...
... Lewin's systemic viewpoint positions leadership as a managerial competence, signifying a departure from reductionist and "entity-centric" approaches (Uhl-Bien, 2006). The crux of this perspective lies in understanding leadership not as an isolated trait within an individual but as a function that arises from the relational interplay between the leader's personality and the surrounding environment (Huczynski & Buchanan, 2013;Yukl, 2012;Bass & Riggio, 2006;Uhl-Bien, 2006;Burnes, 2004;Hollander, 1992;Lewin, 1951). ...
... In Lewin's framework, the psychological field represents the dynamic interplay between internal psychological forces and external environmental influences. Similarly, Lewis's systemic viewpoint places leadership within a broader organizational and environmental context, acknowledging that effective leadership is contingent upon the interdependence of personal attributes and external factors (Northouse, 2018;Huczynski & Buchanan, 2013;Bass & Riggio, 2006;Lewis, 1999;Lewin, 1951). ...
... This approach places a strong emphasis on relationship-building within organizations (Bass & Riggio, 2006). Leaders are encouraged to forge positive and meaningful connections not only with individual team members but also with the broader organizational system (Lencioni, 2002). ...
This article delves into the intricate dynamics of contemporary leadership within the dynamic landscapes of societies, businesses, and organizations. The exploration is grounded in Kurt Lewin's foundational field theory, and it extends to incorporate insights from influential figures in postmodern leadership studies, such as Bourdieu, Winnicott, and Spinoza. The synthesis of these perspectives results in a holistic framework designed to articulate the intricate interplay between personality (P) and environment (E). This framework emerges as a response to the unique challenges posed by today's relational, horizontal, flexible, distributed, and decentralized organizational contexts. In navigating these complexities, the framework aims to integrate diverse elements, drawing from Spinoza's archetypes, Winnicott's maturational theories, and Bourdieu's sociology. This integration provides a comprehensive lens through which to understand the multifaceted nature of leadership in contemporary settings. It recognizes the significance of personality, developmental aspects, and various forms of capital in shaping leadership dynamics. This holistic approach contributes to a nuanced understanding of leadership, emphasizing its relational nature and the need for adaptability in the face of evolving organizational structures. By considering the interdependence of personality and environment, the framework serves as a valuable tool for leaders navigating the challenges and opportunities presented by today's rapidly changing and interconnected world.
... Transformational leadership promotes and fosters norms and values that encourage knowledge sharing. Transformational leaders with idealized influences instil admiration, respect, and belief, emphasizing the importance of having a collective sense of the organization's mission (Bass and Riggio, 2006). When members feel that leaders have confidence in them, trust them, care about their work, and appreciate their efforts to create knowledge, they are more willing to speak up and share knowledge (Lee et al., 2010). ...
... Leaders who comment and openly share ideas are more likely to encourage knowledgesharing activities (Von Krogh et al., 2012). Leaders who use personalized considerations are aware of the needs and concerns of their followers as individuals and develop their strengths through coaching and counseling (Bass and Riggio, 2006). Transformational leadership can promote learning a01ctivities and create an environment that supports knowledge (Gunter, 2001), is a major related factor to increase knowledge sharing (Li et al., 2014), and has a positive impact on the communication between leaders and members. ...
... The research findings, which was conducted by (Koh, Lee, & Joshi, 2019), showed that IM is highly affected by TL, as the latter instructs and effectively supports self-inspiration, which is a valuable and practicable factor of the organization's secession and creativity outcomes. TL combines four behavior factors idealized influence, the motivation that inspires, intellectual stimulation, and thoughtful regard for each person (Bass & Riggio, 2006). The four factors mentioned above have a significant impact on the individual's IM and his or her willingness to do the regular tasks differently. ...
... Current research by (Koh et al.,2019) found that TL significantly impacts intrinsic motivation because it effectively directs and promotes self-motivation, a valuable and practicable factor in the organization's secession to fulfill the customer's diversified expectations. Bass & Riggio (2006) suggest that TL combines four behavior factors: "idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration." These all For example, the four factors mentioned above have varying effects on employees' intrinsic motivation. ...
Due to unlimited consumer expectations, a changing environment, emerging new technological trends, high competition, and rivalry in the global market, companies using this challenging and uncertain era of technology need transformational leadership and work behaviors from their employees to cope successfully with uncertainties. The current research tests the effectiveness and relationships of transformational leadership and innovative work behavior with the mediating construct of intrinsic motivation. However, most recent studies in the field of creativity have mainly examined how leaders affect their team members' creativity instead of focusing on innovative work behavior. Thus, the present study concentrated on innovative work behavior through the mediating effect of intrinsic motivation for the first time in Afghanistan. The present research has applied quantitative research methodology and positivism philosophy with a deductive approach based on the available theories and concepts and used a non-probability type convenient sampling method with a maximum sample size of 210 respondents. For analysis, frequency tests, reliability tests, normality tests, and mediation analysis tests were done through SPSS. The important discoveries of the present study explored how intrinsic motivation mediates the relationship between transformational leadership and innovative work behavior in the Afghan development sector. Future researchers could use the different mediations and mediators to enlarge and clarify the association between transformational leadership and innovative work behavior in different contexts. Key Words: Transformational Leadership, Innovative Work Behavior, Intrinsic motivation.
... In a low LMX environment the trust is imbalanced, the relationship is unidirectional, and goals become transactional by being pushed down from the leader (Uhl-Bien, 1991). Leadership models use leader effectiveness and engagement as parameters and assign weight to 5 types of required leadership styles to build an optimal profile as show in Figure 3 adapted from Bass & Riggio, 2006. Transformational leadership has a foundational emphasis on the ability of the leader to increase follower commitment, loyalty, engagement and performance when the leader can help address stress amongst the followers (Bass, 1999). ...
... Other leadership models range from a laissez-faire (LF) leadership which is low on the engagement and effectiveness scale, across a spectrum to a high engagement and effectiveness rating which is categorized by transformational leadership (Bass & Riggio, 2006). Motivating and managing employees, specifically the customer facing employee, requires evaluating different leadership models to develop employees but not attrition. ...
Work values shifted in the face of profits versus layoffs during the Covid 19 pandemic. Employees working from home were intellectually stunted without learning opportunities to stay engaged and flailing to find inspiration. Business as usual now needed the new leader to emerge in a virtual environment. With revenue goals to meet, and increased pressure to perform with newly approved FDA medications, management was unable to engage employees leading to high levels of turnover. The result was losing talented individuals and creating an inability to market essential life extending and saving biopharmaceuticals to health care providers that treat rare diseases. Management was faced with carrying operating costs for employees that were unable to reach customers. Yet, there was a lack of transformation in leadership to engage the customer facing employees. This led to above average attrition, creating a need for new people to be hired. Training for newly hired employees was implemented, increasing costs, and creating gaps in sales cycles. Disruption amongst teams was evident as management experienced a communication gap with front-line employees. Post Covid 19, sales leadership must emerge out of its cocoon, and spread its four wings. Grounded in transformational leadership theory (Burns, J. 1978), idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration must be adapted in a hybrid virtual world. Leader management exchange theory may be practiced but the key emphasis should be on attraction selection attrition (ASA) theory.
... One effective strategy is transformational leadership. According to Bass and Riggio (2006), transformational leaders inspire and motivate their followers to achieve beyond their expected capabilities. They focus on the development of their employees and create a positive organizational culture. ...
... sense of belonging and support. This contributes to higher job satisfaction and overall well-being among employees (Bass & Riggio, 2006). Incorporating emotional intelligence into leadership practices has been found to enhance team dynamics, decision-making, and conflict resolution. ...
Effective leadership in the agro-industry is crucial for maximizing productivity, promoting innovation, and ensuring the well-being of employees. Agro-industry is a sector of the economy that encompasses various agricultural activities, from production and processing to distribution and marketing of agricultural products. It involves adding value to raw materials derived from the agricultural sector, thereby contributing to economic growth, rural development, and food security. This paper examines leadership strategies through the lens of counselling psychology, highlighting key principles and approaches that can enhance leadership effectiveness. It offers practical guidance for leaders in the agro-industry, emphasizing the importance of self-awareness, emotional intelligence, effective communication, fostering a positive work environment, and promoting employee growth and development. The paper recommend Stress Management techniques by integrating counselling psychology principles into their leadership practices, agro-industry leaders can cultivate a thriving organizational culture that drives success and sustainability.
... Although other specialist literature regarding movement and exercise therapy exists, this literature is limited to expert literature for readers with medical and paramedical backgrounds and applies only to the treatment and/or inhouse setting [39][40][41][42][43][44]. At the same time, trainers of sports groups and their characteristics are crucial factors for the functionality of a successful sports group [38,[45][46][47][48][49][50][51][52][53][54][55]. ...
... Looking at those challenges and barriers for participation, the results presented confirm that the mental state as well as motivation and lack of drive were highlighted most frequently from trainers and thus confirmed results of studies in ambulatory as well as in hospital settings [12,20,50]. Hence, trainers described the importance to show inspirational motivation to face this issue-so that the trainer him or herself showed motivation and could transfer it to the participants, as it is shown in the behaviour of transformational leadership, thus confirming literature [49,51]. Moreover, the study showed that the help of the environment impacted the participation of IMHD for the SGPSY-on the one hand persons in their near environment, and on the other hand, the institutions they lived in. ...
There is strong evidence that physical activities (PAs) are an important factor in increasing and maintaining mental health as well as in preventing relapse after mental health disorders. Physical activity is an important part of the treatment program in psychiatric hospitals. However , when individuals with mental health disorders (IMHD) leave the hospitals in Switzer-land (CH), there are few possibilities to do physical activity in a given setting. One of them are voluntary sports groups for individuals with mental health disorders (SGPSY), which have been growing continuously in CH since 2016. Yet, little is known about these groups and their training settings. Therefore, the present study explores challenges, barriers, and enablers for participation in SGPSY from the point of view of the trainers of these groups. Additionally, as the sustainable implementation of SGPSY relies on the trainer, the study aims to identify reasons/motivations as well as the personality characteristics of the SGPSY trainers. Semi-structured interviews were conducted with 15 trainers of SGPSY in CH during spring 2022. Interviews were audiotaped, transcribed, and analyzed using thematic analysis in nVivo. Participants identified several intrapersonal (lack of motivation and fitness, mood problems, etc.), interpersonal (conflicts between participants), and structural barriers (time/ location) that hinder IMHD from participating in SGPSY. The participating trainer reported that trainer might be helpful in overcoming the barriers by supporting IMHD as enablers. They rate social skills to be essential for the successful management and organization of SGPSY, as well as the ability to set boundaries to protect one's private life and sports skills expertise. The reasons for their engagement as trainers of SGPSY were the satisfaction of doing sports with IMHD and to improve the physical activities habits of IMHD. The findings of the study highlight the need to upskill the trainers of SGPSY in order to improve recruitment of the future trainers of SGPSY by focusing on the assessment of appropriate personality characteristics of trainers and their motives. Additionally, these findings should be integrated in the educational materials of Swiss disabled sports systems. Further research should validate the results from SGPSY participants' point of view. PLOS ONE PLOS ONE | https://doi.org/10.1371/journal.pone.
... The new wave of leadership theories emphasises personal values. Parts of them are called positively oriented leadership theories, which focus on positive attitudes and behaviours, like authentic Gardner et al., 2005;Walumbwa et al., 2008), servant (Patterson, 2003;Russell and Stone, 2002), adaptive (Heifetz and Laurie, 1997), transformational (Bass, 1985;Bass and Riggio, 2005) or ethical leadership (Brown et al., 2005). Furthermore, positive leadership theories like engaging leadership (Schaufeli, 2015) help to strengthen relationships, and strengths-based leadership (Linley and Joseph, 2004) even boosts self-confidence. ...
The shift into relationship-oriented, positive leadership theories in recent decades brought with it a deeper investigation of leader-follower interactions. Transformational and engaging leadership styles are widely assumed to be proven determinants of work engagement, although these conclusions are based mostly on followers' evaluations. Therefore, we analysed followers' and leaders' evaluations simultaneously and used congruent results to test which leadership dimensions positively impact followers' work engagement. Our results show that follower-rated passive and charismatic leadership negatively affect work engagement. In contrast, follower-rated inspirational communication and passive leadership rated by leaders positively affect above-average work engagement. From them, inspirational communication seemed to be the most influential factor. These results draw attention to the importance of leaders' communication and emphasise its role in leader-follower interactions.
... Transformational leaders have a sense of self-worth and self-determination; not in a selfserving way, but in a manner that allows them to make tough and unpopular decisions. They exhibit a strong sense of inner purpose and direction viewed by others in the organization by creating a positive change (Burkus, 2010), exhibiting great strength of their leadership (Bass & Riggio, 2006) and inspiring followers to change expectations, perceptions, and motivations to work towards common goals. ...
... Key aspects include leaders' charismatic appeal (idealized influence), ability to motivate (inspirational motivation), encouragement of creativity (intellectual stimulation), and support for individual needs (individual consideration). [24] Transactional leadership is more structured, with leaders providing clear expectations and using rewards or penalties to encourage performance. This approach is often effective for achieving specific tasks or goals, but it may not encourage effort that goes beyond the call of duty. ...
Objective: Leadership’s impact in healthcare is crucial as it notably shapes the experiences and performance of nursing staff. This study explores the dominant leadership styles among nurse managers in Hail, Saudi Arabia, as experienced by their nursing staff. The inquiry also examines how these leadership approaches directly influence critical organizational outcomes, including leader effectiveness, employee satisfaction, and staff’s willingness to exert extra effort.Methods: A cross-sectional design involving participants recruited via convenience sampling from four government hospitals in Hail, Saudi Arabia. Data were collected using the 45-item Likert-type Multifactor Leadership Questionnaire (MLQ) and analyzed using SPSS Statistics.Results: Among the 372 nurses analyzed, transformational leadership (2.56 ± 0.75) significantly outscored other styles (p < .001) and had the highest correlation with the leadership outcomes of effectiveness, extra effort, and satisfaction (R2 of 0.828, 0.786, and 0.760, respectively) compared to the transactional and laissez-faire leadership styles. Additionally, linear regression analysis revealed that transformational leadership explained 69% of effectiveness, 61.7% of extra effort, and 58% of satisfaction variances. Within the transformational framework, “inspirational motivation” strongly correlated with positive outcomes.Conclusions: This study emphasizes transformational leadership’s essential role in healthcare, urging nurse leaders to embrace this style, with a focus on strategies that boost motivation. It also recommends that healthcare institutions initiate targeted programs to develop their leaders’ transformational leadership characteristics.
... When contrasting charismatic and transformational leadership, researchers from the transformational camp frequently argue that charisma is only a portion of what makes up transformational leadership, not the entire thing. Additionally, idealized influence and inspirational motivation are frequently combined into one subscale that represents charisma (e.g., Bass & Riggio, 2006). According to Judge and Piccolo (2004), more research has been done on transformational leadership since 1990 than has been done on all other important theories of leadership combined. ...
Critical discourse analysis (CDA) is employed to analyze Mandela’s ‘I am Prepared to Die’ speech and identify the transformational leadership qualities demonstrated by Mandela. The analysis considers the speech's vocabulary, grammar, structure, and genre. The analysis reveals that Mandela exhibited the key characteristics of transformational leaders, including individualized consideration, inspirational motivation, idealized influence, and intellectual stimulation. Through his use of language and grammar, Mandela is portrayed as a strong, capable, devoted, fair, and responsible leader. The use of singular and plural first-person pronouns demonstrates Mandela's leadership qualities which include honesty, reliability, inclusion, and courage to speak the truth. It also highlights his ability to influence, inspire, motivate, and adapt to changing circumstances. Mandela employs transformational tactics to not only transform values, goals, and lives but also to persuade others through his actions, motivate by his vision, and establish challenging goals. In terms of genre and structure, the introduction effectively grabs the audience's attention with a startling statement and a clear thesis statement outlining key issues. The conclusion sums up the speech and ends up with a strong and powerful clincher, which gives the speech its well-known title. The body of the speech was packed with facts and details that were presented in a coherent and organized manner using narrative, descriptive, expository, definition, process, compare and contrast, argumentative, persuasive, cause and effect, classification, and critical analysis styles. The study reveals that Mr. Mandela manages to deftly use these styles to establish his credibility and reliability as a transformational leader, on the first hand, and well serve the purposes of the speech, on the other hand.
... As for the laissez-faire leadership style, the leader needs to be present in decision-making, ignoring his responsibilities and avoiding participation in essential matters and decision-making (Bass and Riggio, 2005). ...
This is a study of Portuguese central public administration addressing leadership typology, using the Full Range Leadership (FRL) model to better understand the leadership effectiveness process (Bass & Avolio, 1994). The study examines of the impact of training, professional experience, and organizational context on managers' performance as well as predominant leadership styles. A total of 422 participants in the Portuguese state's central public administration responded to this quantitate research. The results indicate that the perception of leadership style differs significantly between leaders and followers, as does the perception of evaluation. Regarding the organization where they work, significant differences were found in the perception of transformational leadership, contingent rewards, laissez-faire, recruitment, training, and evaluation. The association between leadership style and public policies is significant, and this relationship is moderated by whether the participant holds a managerial position. This study tells us what type of leadership is predominant in public administration and its association with public policies.
... Political leadership is a social process in which leaders attempt to influence and mobilize other actors to achieve a common goal (Nye, 2006;Schoeller, 2017). Transformational leadership, defined as a leader's (the Commission) ability to encourage followers (member states; see also Bass & Riggio, 2008) by appealing to the idea of common interest and identity (e.g., a European geopolitical community), is a crucial dimension of the European integration process. Transformational political leadership by an entrepreneurial agent means that the leader is able to unite followers along an objective or a common identity-Global Gateway-as a new instrument of foreign policy and international development to place the EU in the geopolitical ecosystem. ...
In December 2021, the EU member states agreed on the Global Gateway strategy to mobilize public and private funds of up to €300 billion between 2021 and 2027, to invest in digital, climate and energy, transport, health, education, and research fields. With a geographical focus on Africa, Global Gateway links infrastructure investment projects with condition principles—including democratic values, good governance, and transparency—and catalyzes private investment into EU development financing. Against this backdrop, this study explores why EU member states agreed on this new geopolitical instrument. This piece posits that the confluence of three factors enabled the creation of Global Gateway. First, the EU established this new instrument to counter China’s role as a global infrastructure lender in Africa. Second, Global Gateway was possible through the shift to private investment in multilateral development financing. Equally important for the establishment of Global Gateway was the European Commission’s transformational leadership as an entrepreneurial agent in designing this geopolitical strategy of the EU’s power projection. The conclusion outlines future research avenues and enables readers to consider the wider prospects and caveats of the Global Gateway strategy.
... The positive leader's commitment further strengthens the worker's engagement toward organization (Macey & Schneider, 2008;Tims, Bakker, & Xanthopoulou, 2011). Leaders individualized behavior is also linked with employees work engagement because leaders identify and care about follower's demands which enhance employee's engagement (Avolio & Bass, 2002;Bass & Riggio, 2006). Based on above argument this study proposes that transformational leadership has positive effect on employees work engagement in hospitality industry. ...
The role of transformational leadership is vital in engaging employees to perform for the betterment of organization. This study intends to predict hospitality industry frontline managers work engagement, innovative work behavior, sustainable employability, and organizational citizenship behavior. Limited empirical research conducted on these behaviors in the context of hospitality industry. Two hundred and nine frontline managers of four and five-star hotels in six tourists' city of Pakistan participated. The study results revealed that transfor-mational leadership has positive influence on managers' work engagement. Further, work engagement significantly mediates the relationship between transformational leadership and innovative work behavior, sustainable employability, and organizational citizenship behavior.
... Transformational leadership refers to a multidimensional leadership style in which leaders motivate followers to perform beyond expectations by transforming followers' attitudes, beliefs, and values as opposed to simply gaining compliance (Bass, 1985;Rafferty & Griffin, 2004;Yukl, 1999). Behavior linked to transformational leadership has the following four components (Bass & Riggio, 2005): idealized influence (i.e., serving as a role model for followers), inspirational motivation (i.e., communicating a stimulating vision), intellectual stimulation (i.e., encouraging innovation and creativity), and individualized consideration (i.e., attention for followers' development). ...
A clear understanding of what constitutes effective religious leadership in the context of faith communities is essential for religious practitioners, religious communities, and educational institutes. Twenty-five years after the latest review study by Nauss, an updated overview is needed to account for new insights, especially regarding the latest developments in leadership research and the changing religious landscape. A scoping review was conducted in four databases from 1997 to 2022 to examine the academic literature. The search identified 64 unique references that researched effective religious leadership using 27 different effectiveness criteria. These criteria were categorized based on their target of evaluation: (1) the religious leader, (2) followers/members, and (3) the congregation. Although most references assessed leadership effectiveness by evaluating the religious leader, the most used effectiveness criterion was ‘attendance or numerical growth.’ Over the last 25 years, the criteria for religious leadership effectiveness have become more diverse, and a growing number of references combine criteria from multiple targets to evaluate effectiveness. However, the focus on Christian leadership remains prevalent in the academic literature. The present overview is intended as a starting point for future research as it identifies the current trends and existing knowledge gaps. The study’s findings also invite religious practitioners and congregations to reflect on their methods of assessing leadership effectiveness.
... As for the laissez-faire leadership style, the leader needs to be present in decision-making, ignoring his responsibilities and avoiding participation in essential matters and decision-making (Bass and Riggio, 2005). ...
This is a study of Portuguese central public administration addressing leadership typology, using the Full Range Leadership (FRL) model to better understand the leadership effectiveness process (Bass & Avolio, 1994). The study examines of the impact of training, professional experience, and organizational context on managers performance as well as predominant leadership styles. A total of 422 participants in the Portuguese state central public administration responded to this quantitate research.The results indicate that the perception of leadership style differs significantly between leaders and followers, as does the perception of evaluation. Regarding the organization where they work, significant differences were found in the perception of transformational leadership, contingent rewards, laissez-faire, recruitment, training, and evaluation. The association between leadership style and public policies is significant, and this relationship is moderated by whether the participant holds a managerial position. This study tells us what type of leadership is predominant in public administration and its association withpublic policies.
... Yukl & Gardner (2019) suggested that this sets a negative example for others to follow which globally, can have a negative impact on the organisation. This may result in wide-ranging consequences, affecting both the organization's internal dynamics and its external reputation, creating a hostile and stressful environment for employees to work in (Bass & Riggio, 2006). According to Yukl & Gardner (2019), "Powerful leaders can have a substantial impact on the lives of followers and the fate of an organization" (p647). ...
The last three decades saw a reliance on the use of personality tests by businesses and organisations trying to gain a competitive advantage in the market through avenues such as recruitment, team building, leadership development and culture alignment. The commissioning of early 20th Century personality models such as DISC and Myers-Briggs are claimed to provide valuable insights and benefits in various aspects of the employment process. They have however been controversially debated in the academic community due to issues surrounding validity and reliability. Discussions concerning leadership styles and leaders responsible for managing employees, are similarly indeterminate despite being subject to extensive research and analysis for many decades. Academics have yet to provide a comprehensive explanation of the holistic mechanisms underlying effective leadership. Instead, they have argued over factors such as a leader’s traits, attributes, power relations or unidimensional versus collaborative models of engaging a work force. Current leadership theory literature demonstrates a paucity of leader self-understanding and self-reflection. We consider these two attributes as fundamental qualities of effective leadership, whereby an individual can transform and enhance their use of any leadership style. In this paper, we propose an advanced 21st Century solution that leverages the Intelligent Behaviour Analytics (IBA) framework, incorporating a deep and more effective understanding of leaders and their ability to transition between different leadership styles. Additionally, this framework offers methods for transitioning to more effective leadership styles based on situational requirements and takes into account a leader’s own emotional and behavioural registers. This approach offers a structured opportunity for leaders to identify any biases, understand the reasons that these may develop and furthermore, evaluate the efficacy of their own behavioural traits and the way they, as individuals interact, manage and lead a team. The IBA framework is a multi-stage, holistic approach that proposes to improve performance metrics, organisational culture, business outcomes and increased wellbeing.
... According to the findings of this study, coaches' transformational leadership behaviors have a significant impact on the satisfaction of soccer players in football clubs. The study supports the idea that transformational leaders encourage athletes and advance group objectives to help athletes achieve both their individual and shared goals (Bass, 1985;Bass & Avolio, 1994;Bass & Riggio, 2006). According to recent studies, transformational leadership has a positive effect on a variety of athlete outcomes, including performance (Charbonneau et al., 2001), team cohesion (Cronin et al., 2015), and well-being (Stenling & Tafvelin, 2014). ...
The primary goal of the current study was to determine how coaches’ transformational leadership philosophies affected player contentment on the selected Ethiopian Super League and National League football teams. A transformational leader encourages and inspires others to step outside of their comfort zones and find creative solutions to issues. A key factor in creating and sustaining player performance and athlete satisfaction is the coaching approach. The goal of the study was to ascertain how soccer players’ contentment with their particular football teams was impacted by coaches’ transformational leadership approaches. The study design was a correlational research design. The study subjects in the sample consisted of 227 soccer players. SPSS version 20.0 was used in this study for data entry, computation, and processing. The study results of independent t-tests and multiple linear regression models were revealed to be fit. Athlete satisfaction predicted by the regression model was significant and fit. The present study revealed that the national league’s mean score was lower than the super league’s mean in the independent t-test results. The study showed that the most crucial coach behavior to improve athletes’ satisfaction is transformational coaching leadership style. Because of this, the Ethiopian Football Federation and other regional football federations may consider how transformative leaders’ leadership philosophies affect athlete satisfaction.
... Ketiga, stimulasi intelektual adalah kapasitas untuk menantang pengikutnya mempertanyakan asumsi, mengambil risiko, berpikir kritis, dan mengidentifikasi serta memecahkan masalah secara proaktif. Keempat, pertimbangan individual adalah sejauh mana pemimpin mengidentifikasi, memahami, dan menangani kebutuhan perkembangan pengikutnya, serta memperlakukan mereka secara unik (Bass & Riggio, 2006). Fahimnia et al. (2015). ...
This research aim is to provide an extensive bibliometric literature review on transformational leadership as a term and concept using Publish and Perish (PoP) software, Mendeley software, and a database of the Scopus index. Articles were located through PoP software based on the Scopus index database. Basically, 171 articles were refined and analyzed from various qualifying journals from 1993 up to September 2023 (36 years). Mendeley software was used to help manage references and a brief resume of each article. The grouping process is assisted by VOSviewer software by matching words that frequently appear in each group. The groups produced through VOSviewer software provide an overview and flow of research on transformational leadership, which still needs to focus on the antecedents of transformational leadership. Competencies that are essential in forming transformational leadership from VOSviewer results are minimal. This result will provide opportunities for future research. Researchers and practitioners must pay attention to trends and research areas in transformational leadership to enhance the development of transformational leadership theory
... In the relational and complexity era of the 2000s and beyond, leadership studies evolved toward understanding leadership as a complex, interconnected phenomenon (Uhl-Bien & Arena, 2018). The contemporary landscape reflects an integrative and interdisciplinary approach (Bass & Riggio, 2006), synthesizing insights from various disciplines. Effective leadership is recognized as inherently context-specific (Yukl, 2010). ...
This article presents a comprehensive reexamination of Kurt Lewin's field theory through the lens of Pierre Bourdieu's sociological perspective. The synthesis of these foundational theories is applied to the contemporary context of leadership studies, particularly focusing on relational, adaptive, enabling, complexity, hybrid, and dynamic leadership. The integration of Bourdieu's concepts, such as habitus and capital, enriches the understanding of leadership as a socially constructed phenomenon, emphasizing the role of cultural, symbolic, and power dynamics. The interconnectedness of Lewin's psychological field and Bourdieu's social field highlights the intricate relationship between individual behavior and broader social structures within which leadership unfolds. The article underscores the importance of considering the broader social context in understanding leadership effectiveness. The enduring legacy of Lewin's ideas and the contemporary insights from Bourdieu contribute to a nuanced and evolving understanding of leadership dynamics in today's complex and dynamic world.
... By fostering empathetic and compassionate leadership, they create supportive atmospheres where individuals can thrive. Such emotionally resonant leadership aligns with contemporary models like transformational and servant leadership, where care for others is central (Liden, Wayne, Zhao, Henderson, 2015;Bass & Riggio, 2006;Dutton, Worline, Frost, Lilius, 2006;Greenleaf, 2002). ...
In this article, one discusses the concept of "ethics of care" as a foundation for rethinking leadership and organizational practices in contemporaneity. In a rapidly changing socioeconomic landscape, traditional leadership paradigms face unprecedented challenges. Drawing on insights from thinkers of significant relevance to post-modern organizational studies, such as Foucault, Spinoza, Nietzsche, and Winnicott, one explores the foundations of "ethics of care". Our exploration begins with Foucault's "Hermeneutics of the Subject", transitions to Spinoza's philosophy of self-empowerment, delves into Nietzsche's critique of traditional morality, and immerses itself in Winnicott's psychoanalysis of maturational development. Together, these authors provide a robust basis for investigating the "ethics of care" in contemporary leadership, offering elements for analyzing central factors in the construction and sustenance of organizational environments conducive to well-being, creativity, and innovation. In summary, one aims to unveil the implications of the "ethics of care" in shaping approaches to leadership, organizational culture, and management that align more closely with the challenges of the ongoing transition to digital society and economy. Additionally, one seeks to bridge gaps between theory and practice, providing practical insights for the development and application of leadership practices that are more horizontal, equitable, and sustainable.
... The counselors' reflections also highlight the importance of trust and acceptance in the leader-follower relationship. The project leader's perception of gaining the trust and acceptance of the team suggests the presence of transformational leadership behaviors, which have been associated with increased innovation (Bass and Riggio, 2005;Lee and Hidayat, 2018). In turn, counselors' appreciation of the leadership's proactive and supportive role further underscores the importance of leadership in creating an environment conducive to innovation. ...
Background
Children placed in foster care represent a vulnerable and distressed group that requires a high level of care. However, good training programs designed to address specific problems presented in specialized foster care are not easily accessible due to logistical, economic and structural barriers. The lack of easy access and a strong desire to provide high-quality services inspired counselors from a specialized foster care center on the frontline to initiate an innovative, developmentally relevant and locally grounded training program.
Aims
This study focuses on counselors’ experiences with the development of the training program and its impact on their work life.
Method
A qualitative research design within a participatory approach framework was used to understand the experiences of the counselors. All the counselors employed in the department and the leaders ( n = 14) participated in the study. Data were gathered from participants, including the lead and second authors, using a semi-structured interview, and analyzed using thematic analysis.
Results
The analyses yielded three main categories: (i) Psychological Factors, (ii) Social Dynamics, and (iii) Leadership Style and Support. Each of the first two categories consisted of three subcategories. At the psychological level, the employees’ experiences reflected the psychological states and traits required to fuel the tasks required by the project. The social dynamics of working in a team influenced the work process and, in turn, were impacted by it. Lastly, leadership style and support provided the foundation for innovation to germinate and grow.
Conclusion
Engaging in a locally created training program was associated with a strong sense of collaboration and team spirit. Counselors reported high intrinsic motivation and a strong sense of personal pride and drive for their jobs. They were proactive in seeking colleagues with particular expertise and collaborated on project tasks despite differences. The leadership style reflected the presence of transformational leadership behaviors, signaling an organizational culture conducive to innovation. The study provides an example of how aligning employees’ personal aspirations with workplace goals and professional development can create a workplace in which employees feel it is enjoyable to go to work.
Bu araştırmanın temel amacı, merkezi bir eğitim sisteminde okul müdürlerinin dönüşümcü liderlik davranışlarının öğretmenlerin yenilikçi iş davranışlarındaki rolünü açıklamaktır. Araştırmanın odak noktası, okul müdürlerinin liderlik uygulamalarının Türkiye'deki öğretmenlerin yenilikçi iş davranışlarını ne ölçüde yordayabileceğini ortaya koymaktır. Ayrıca, öğretmenlerin yenilikçi davranışlarını teşvik etmede önemli bir etkisi olabilecek dönüşümcü liderlik uygulamalarını belirlemek amaçlanmıştır. Bu amaşlara ulaşmak için ilişkisel bir araştırma deseni benimsenmiş ve tahmin modelinde çoklu regresyon analizi yapılmıştır. Araştırmanın çalışma grubunda toplam 323 öğretmen yer almıştır. Analizler sonucunda, okul müdürlerinin sergilediği belirli dönüşümcü liderlik uygulamalarının öğretmenlerin yenilikçi çalışma davranışlarıyla önemli bir ilişkisi olduğunu belirlenmiştir. Özellikle, ortak bir vizyon oluşturma, mevcut süreçlere meydan okuma ve rol model olma, öğretmenler arasında yenilikçilik konusunda önemli liderlik davranışları olarak belirlenmiştir. Öte yandan, kalbi cesaretlendirme ve diğerlerinin harekete geçmesini sağlama, önemli olmakla birlikte, öğretmenler arasında yenilikçi davranışları teşvik etmede nispeten daha az etkili bulunmuştur. Farklı regresyon modellerinde açıklanan varyans oranlarını dikkate alarak, okul müdürlerinin öğretmenlerin yenilikçi çalışma davranışlarını önemli ölçüde geliştirme potansiyeline sahip oldukları söylenebilir. Bu bulgular, özellikle merkezi bir eğitim yapısı içinde eğitim politikası ve uygulaması için önemli sonuçlar taşımaktadır. Öğretmenler arasında yeniliği teşvik eden dönüşümcü liderlik uygulamalarının tanınması, geliştirilmesi, ve önceliklendirilmesi eğitim sisteminin genel etkinliğine olumlu bir etki yapması açısından önemlidir.
Due to the increased application of different omnichannel approaches, lots of brick-and-mortar stores implement technology and digitalize their in-store operations. Although employees and work environments are strongly influenced by these changes, only a few studies have dealt with the topic of leadership in this context. This paper aims to investigate the role of food retailing managers in times of digital change. By doing so, we identify leadership styles suitable for such situations. Drawing on transactional and transformational leadership approaches in digital settings, the study takes a qualitative approach based on eleven interviews with food retail managers. We show that leadership styles propagated in the literature in connection with digitalization are not necessarily transferable to food retailing. Digitalization offers the opportunity to simplify information-sharing and reduce workload for employees and managers. All those involved must be “taken along”. This sometimes proves difficult in practice, as both employees and managers do not always have an affinity for digital technologies or cannot communicate them well. Findings suggest a strong involvement of employees in digital transformation processes through simple and personal communication which also considers individual needs.
This study investigates Laissez-faire leadership (LFL), an area often viewed negatively yet underexplored. Aiming to decipher LFL’s implications, particularly its ties with employee autonomy and well-being, the study distributed 4000 questionnaires via LinkedIn to various French organizations. Out of these, 226 were accepted and analyzed. The Multifactor Leadership Questionnaire measured LFL, while the Job Diagnostic Survey examined autonomy. Findings indicate LFL has a detrimental effect on workplace well-being, with autonomy serving as a key mediator. Additionally, LFL’s impact may differ based on individual expectations. These results emphasize the cautious adoption of LFL and spotlight autonomy’s importance. This research notably broadens our understanding of LFL’s role in the workplace.
Penelitian ini bertujuan untuk melakukan analisis terhadap praktik supervisi pendidikan di SMK Al-Ma’arif Way Kanan. Supervisi pendidikan adalah salah satu komponen penting dalam memastikan kualitas pengajaran dan pembelajaran di sekolah. Dalam konteks ini, penelitian ini melibatkan pengumpulan data melalui observasi, wawancara, dan analisis dokumen. Hasil penelitian menunjukkan bahwa supervisi pendidikan di SMK Al-Ma’arif Way Kanan dilakukan secara terbatas dan belum mencapai potensi penuhnya. Ditemukan bahwa supervisi pendidikan lebih difokuskan pada aspek administratif dan pengelolaan sekolah daripada aspek pedagogis pengajaran. Selain itu, komunikasi antara supervisor pendidikan dan guru juga terbatas, sehingga umpan balik yang konstruktif dan berkelanjutan sulit untuk tercapai. Berdasarkan hasil analisis, penelitian ini merekomendasikan perlunya peningkatan dalam pelaksanaan supervisi pendidikan di SMK Al-Ma’arif Way Kanan. Hal ini dapat dilakukan melalui pelatihan yang memadai bagi supervisor pendidikan dalam mendukung pengembangan profesionalisme guru, peningkatan komunikasi antara supervisor pendidikan dan guru, serta penekanan yang lebih besar pada pengawasan aspek pedagogis pengajaran. Dengan menerapkan praktik supervisi pendidikan yang efektif, diharapkan kualitas pengajaran dan pembelajaran di SMK Al-Ma’arif Way Kanan dapat meningkat. Hal ini akan berdampak positif pada prestasi belajar siswa dan pembangunan pendidikan secara keseluruhan. Penelitian ini juga dapat memberikan kontribusi pada pengembangan teori dan praktik supervisi pendidikan di sekolah-sekolah lainnya.
This study aims to analyze the influence of transformational leadership on the employee performance of National Transportation Safety Committee (NTSC) with the mediating role of work engagement and work motivation. The study employed a census approach utilizing structural equation modeling (SEM) to analyze the data collected from all employees of the NTSC in Indonesia. Primary data were gathered through a comprehensive questionnaire, which was administered to the entire population of 107 NTSC employees, ensuring complete coverage and representation. The results of this study indicate that transformational leadership has a positive and significant effect on work engagement, work motivation, and employee performance. The results show that work engagement and work motivation have a positive and significant effect on employee performance. While the mediation test results show that work engagement and work motivation have an indirect effect on employee performance. The current study provides fresh insights and validates extant knowledge on transformational leadership, work engagement, work motivation and employee performance within the NTSC. This study suggests NTSC management to communicate the company’s vision and mission to employees with openness and realize improvements in operational standards so that the performance created in the organization provides value that can be understood appropriately. In addition, management also needs to create policies that are in line with the NTSC vision and mission.
Aim. This systematic review aimed to synthesise the relationship between transformational leadership style and staff nurse retention in hospital settings. Background. It is known that globally there is a shortage of nurses. Thus, nurse retention and organisational commitment have never been more critical. Nurse managers are responsible for staff retention. Therefore, nurse managers could reduce staff turnover by adopting the “right leadership style.” Methods. Systematic review, following the guidance of PRISMA. Databases CINAHL, MEDLINE, PubMed, PsychInfo, Cochrane Central Register, and Embase were searched between 27th December 2021 and 22nd June 2023 to find relevant publications. Relevant studies were hand searched in January 2022 and June 2023 to source further potential evidence. A total of twelve articles were retrieved. Results. Twelve studies were included in this review, including six cross-sectional studies, two correlational studies, two cross-sectional correlational studies, and two surveys. In relation to retention, the primary outcome, data from eleven of the twelve studies reported statistical significance favouring transformational leadership improving staff retention. One study reported a statistically nonsignificant improvement in retention. Conclusion. There is evidence to suggest that transformational leadership may have a positive and significant relationship with staff nurse retention, job satisfaction, and quality of care. Implications for Nursing Management. Nurse managers should attend leadership and management training programs. This will allow them to understand and practice transformational leadership which may have a positive connection with staff nurse retention.
In this paper, we conceptualize CEO passion for organizational development (CEO POD) as CEOs’ strong inclination to continuously grow and improve their companies, which they find important and fulfilling. We draw from social information processing theory to articulate how and when CEO POD may trickle down to facilitate frontline employees’ creativity. Our research encompasses three studies employing different methodologies, including a multilevel, multisource, and multiphase survey and two vignette‐based experiments. The results consistently support our model, revealing that CEO POD inspires middle managers to exhibit transformational leadership, which subsequently fosters frontline employees’ creativity. Moreover, CEO self‐promotion skills augment the indirect effect of CEO POD on employee creativity via middle managers’ transformational leadership. Our findings generate valuable theoretical and practical implications to leverage CEO POD to foster employees’ creativity in the fast‐changing business environment.
The Stepped Care 2.0 (SC2.0) model has become a popular approach for delivering mental health care to postsecondary students. However, fully implementing the model requires a whole-system transformation that begins at the highest levels of leadership. We explored the conundrum of fostering transformational leadership within a dysfunctional mental health infrastructure that fails to meet the needs of clients from different backgrounds and identities through a “cautionary tale” about a fictitious college’s counseling center. In this thought experiment, we identified the practical challenges that mental health-care workers face in implementing SC2.0 in the context of existing university mental health-care structures. The fluid and evolving nature of SC2.0 mental health model requires a leader who is able to adapt—who can invest in the workforce, promote transparency and communication, and are solution-focused. Without such adaptation, SC2.0 will inevitably become a formal, predictable, and contained “power-over” approach, rather than a revolutionary “power-with” approach.
The cautionary tale showcases the pitfalls of implanting SC2.0, highlighting the negative effects of authoritarian leadership styles on morale and trust within the counseling center. To support the profound changes SC2.0 brings, in other words, requires leaders who focus on the collective good, encourage constructive discussion about the integration efforts they are overseeing, and are sensitive to the growing pains involved in SC2.0 disruption. Ineffective leaders, in contrast, focus on individual interest, are defensive and impatient, and fail to provide reassurance about next steps.
هدفت هذه الورقة إلى معرفة ممارسات القيادة التحويليّة في مرحلة ما بعد الحصول على الاعتماد الأكاديميّ بجامعة السلطان قابوس، وذلك من وجهة نظر أعضاء هيئة التدريس وأعضاء المجالس الاستشارية بالكليّات؛ وذلك بتحليل اثنتين من تلك الممارسات، هما: "ممارسة التطوير التَّنظيميّ" و"ممارسة إيجاد بيئة باعثة على التَّعلم التَّنظيميّ" بأربع من كليّات الجامعة. اعتمدت الورقة منهجا بحثيا خليطا، واستخدمت الاستبانات، والمقابلات شبه المقننة. وقد بلغ عدد الاستبانات التي تم تحليلها (187) استبانة، وبلغ عدد المقابلات مع قيادات الكليات (19) مقابلة، أما عدد المقابلات مع أعضاء المجالس الاستشارية فبلغ (12) مقابلة. وقد توصلت الورقة إلى عدد من النتائج، أهمها: أن التقييم الإجمالي لممارسات القيادة التحويليّة لدى القادة الأكاديميّين بالجامعة من وجهة أعضاء الهيئة الأكاديميّة جاء "متوسطا"، وأن مستويات الممارستين جاءت متقاربة مع أفضلية طفيفة لممارسة "إيجاد بيئة باعثة على التَّعلم التَّنظيميّ"، وأنه لا يوجد أثرٌ لمتغير نوع الكلية في الاستجابة على الممارستين، وأن هناك تأثيرًا ذا دلالة إحصائية لمتغير الرتبة العلمية في الاستجابة على ممارسة "إيجاد بيئة باعثة على التَّعلم التَّنظيميّ"، وجاء لصالح الرتبة الأكاديميّة الأعلى (أستاذ دكتور)، وأنه لا يوجد أثر لمتغيرَيّ النوع الاجتماعيّ وسنوات الخبرة في الاستجابة للممارستين. وأخيرا، توصلت الورقة إلى جملة توصيات، أهمها: على قادة الكليات الاهتمام بتكييف الخطط الاستراتيجية لكلياتهم، وتهيئة العاملين بما يتناسب مع التغيرات التي أحدثها الحصول على الاعتماد الأكاديميّ.
The literature has yet to study the ideal type of prison leadership in the eyes of frontline staff. Methodologically, most studies draw upon written questionnaires distributed to governors, not to their staff and analyse their data without using management or human needs theories. This study contrasts with the extant literature inasmuch as it is comparative (France/Canada) and draws upon Appreciative Inquiry interviews. It also draws upon three strands of literature and their variables: the general theory of management, self-determination theory and legitimacy of justice-procedural justice theories. The study finds that French and Canadian prison officers have needs in areas uncovered in this literature: competence, relatedness, autonomy, general fairness, respect/dignity and care. Our samples have mixed feelings about their local hierarchy; they are very critical regarding their national hierarchies. Prison officers describe their managers as being essentially either laissez-faire or as transactional. Limitations and institutional policy implications are explored.
This study investigates the impact of the coronavirus disease 2019 (COVID-19) pandemic on leadership within infection prevention and control (IPC) units across public hospitals in Israel. Through qualitative interviews with ten IPC managers from nine hospitals, equivalent to 30% of the country’s acute care facilities, the research uncovers significant changes in managerial approaches due to the health crisis. The results reveal four main themes: (1) Enhanced managerial autonomy and leadership skills, with a noted rise in self-efficacy against the pandemic’s backdrop; (2) Shifted perceptions of IPC units by upper management, recognizing their strategic value while identifying the need for a more profound understanding of IPC operations; (3) The increased emphasis on adaptability and rapid decision-making for effective crisis management; (4) The dual effect on job satisfaction and well-being, where greater commitment coincides with risks of burnout. The study underscores the essential nature of effective IPC leadership during emergencies, highlighting the need for clear communication, prompt action, and empathetic leadership. The conclusions point to the necessity for continuous research into IPC leadership, promoting strategic advancements in management to bolster IPC units against future health threats.
Although prior research has shown that reward provision might sometimes increase creativity, little is known about how leadership that clarifies effort-reward contingencies (i.e., contingent reward leadership) is related to team creativity. Drawing on the theory of learned industriousness, we argue that contingent reward leadership can enhance team knowledge exchange and, in turn, team creative performance. However, we propose that this relationship is moderated by leader unpredictability, which can create uncertainty about resource allocation, thereby undermining the otherwise positive effect of contingent reward leadership. In a two-source, lagged design (three-wave) field study with data from 60 organizational teams, we found a conditional indirect (moderated mediation) effect of contingent reward leadership on team creative performance through team knowledge exchange. This conditional indirect effect was positive when leader unpredictability was low, and negative when leader unpredictability was high. Our research provides leaders with clear and actionable advice by showing that contingent reward leadership promotes team creative performance only when leaders act in predictable and consistent ways.
In the spring of 2020, during the COVID-19 pandemic, the nation's schools closed. Students and families were asked to shelter-in-place and the nation's schools were charged with the challenge of educating students through online modalities. Novice and veteran teachers alike needed to quickly assimilate to virtual teaching and online learning modalities. Students were asked to adjust from face-to-face lessons to screenshots of material from within the confines of their homes. Parents were asked to assume the roles of teacher assistant, tutor, and learning support, all while juggling other personal or work challenges. Leading and coordinating all of these efforts in towns and cities across our nation were school leaders, many of whom may have felt lacking in their own skill set related to online teaching. This research study will explore the perceptions of these leaders. Almost 50 North Carolina leaders shared their perspectives on their own experiences. Conclusions from this research will be pertinent in recommending steps and considerations for future events of this magnitude.
In this contemporary era, small and medium enterprises (SMEs) play a vital role in the global economy by contributing to employment generation, innovation, and overall economic growth. Nevertheless, due to their limited resources and inherent difficulties, SMEs often face unique challenges in achieving success and maximizing their potential. To overcome these challenges, a powerful solution has emerged in today's business landscape in the form of transformational leadership, which plays a vital role in driving the growth and performance of SMEs. This study, therefore, seeks to examine the role of transformational leadership on the performance of SMEs in the services sector of Bangladesh. Specifically, it aims to explore how each dimension of transformational leadership contributes to enhancing SME performance. Data were collected from 205 SMEs operating in the services sector, specifically in the Dhaka division. A reliable questionnaire was used for quantitative research and data collection. The collected data were analyzed using partial least square structural equation modeling (PLS-SEM). The study findings indicate that practicing transformational leadership significantly influences SME performance in Bangladesh. Specifically, each dimension of transformational leadership including charisma, vision, inspirational communication, and supportive leadership has a noteworthy impact on the performance of Bangladesh's services sector SMEs. However, it is worth noting that intellectual stimulation has an adverse effect on SME performance in this sector. Therefore, the study recommends the adoption of transformational leadership in Bangladesh's SME industry, particularly within the services sector to achieve exceptional profitability and overall performance.
The aim of this paper is to explore the key elements of
transformative business servant leadership for improving
the attributes of professional service providers for
transformation under COVID-19. Collected through surveys on
transformative servant leadership in business management
from September 2021 to January 2022, quantitative results
indicate that the independent variables, Empowering others,
Self-management, and Being moral and ethical are found to
have a significant influence on serving society. The independent
variables for empowerment and self-management to serve
the society identified are Teamwork, Humility, and Vision.
The attributes of transformational servant leadership are
seldom studied for improving the ways of serving society. With
these findings, professional service organizations shall have
an idea to re-design continual professional development (CPD)
training for developing transformative business servant leaders.
Introduction
Lifetime and past-year alcohol use disorder (AUD) prevalence is significantly higher in US Armed Services Veterans than in non-veterans across adulthood. This study examined the associations of perceived transformational leadership styles (TLS) experienced during military service and anhedonic depression and self-efficacy related to confidence to abstain or reduce alcohol consumption in Veterans seeking treatment for AUD. The ramifications of perceived leadership styles on multiple aspects of follower psychiatric functioning, including depressive and PTSD symptomatology, during and after military service, may be substantial and enduring. Higher anhedonic depression and lower abstinence self-efficacy are related to increased risk of relapse after treatment. We predicted Veterans, in treatment for AUD, who reported higher perceived levels of transformational leadership during military service, demonstrate lower anhedonic depressive symptoms and higher alcohol abstinence self-efficacy.
Materials and Methods
Veterans with AUD (n = 60; 50 ± 14 years of age) were recruited from residential treatment at the VA Palo Alto Health Care System. All procedures were approved by the VA Palo Alto Health Care System and Stanford University institutional review boards. A series of mediation analyses were completed with The Multifactor Leadership Questionnaire measures of TLS (average across leadership measures [transformational leadership average; TLS average]) as predictor and the Alcohol Abstinence Self-Efficacy Scale, Mood and Anxiety Symptom Questionnaire, anhedonic depression subscale, as dependent measures. PTSD Checklist for DSM-5 score was tested as a mediator variable.
Results
Higher reported perceived TLS average during military service was significantly related to lower anhedonic depressive symptoms. Higher TLS average was related to higher self-efficacy to resist alcohol use in contexts involving experience of physical issues and withdrawal/cravings and urges. These relationships were not mediated by PTSD symptomatology or duration of military service, age, education, time since military service, military branch, combat exposure, or current psychiatric diagnosis.
Conclusions
The significant associations of perceived TLS during military service with anhedonic depression and alcohol use self-efficacy are clinically relevant because these measures are associated with relapse risk after AUD treatment. Further study of the implications of perceived TLS during military service for AUD and other substance use disorder treatment outcome is warranted in Veterans.
The existence and performance of enterprises in rural areas become an interesting phenomenon as a solution for community welfare. The purpose of this study is to examine social capital and transformational leadership as factors that influence village-owned enterprises’ performance and the ability to innovate as a mediator. The research population consists of 216 village-owned enterprises. Riau Province in Indonesia is the place of research focus. This study used probability sampling with area sampling or cluster sampling. Respondents were managers, secretaries, treasury, or heads of business units of each village-owned enterprises. A total of 120 respondents participated in this analysis. The research hypotheses were tested using the partial least squares-structural equation modeling. The outcomes demonstrate that social capital and transformational leadership significantly positively affect enterprises’ performance with a p-value < 0.05, and the ability to innovate is proven to be a mediator with a p-value < 0.05. This study is relevant to the government program related to community welfare and offers implications for rural enterprises to improve social capital, leadership capabilities, and innovation.
The association between the “five-factor model” of personality and the prototypical image of the effective leader, and the extent to which that image was linked to the features of transformational leadership were examined in a questionnaire study that involved a sample of 101 Chinese origin individuals in Hong Kong. High levels of extraversion, conscientiousness, agreeableness, emotional stability and openness were perceived as characterizing effective leaders. In line with research on leader emergence in the Anglo-Saxon culture but contrary to expectations, extraversion was the trait most potently associated with the prototypical notion of the effective leader. And that notion was linked to the features of transformational leadership. The findings also suggested that men and women may partly differ in the criteria they utilize to evaluate leaders. Additional research is necessary, but the findings imply that most of the conclusions on the relationship between personality traits and leader emergence drawn with Anglo-Saxon samples are generalizable in Confucian societies.
The management of aggression and dependency are presented in terms of the psychology of humans. Stress is considered as the increase in the distance between the ego ideal (a picture, only partly conscious, of oneself at one's future best) and the self-image (a picture of oneself in the present). The emphasis is on personality dynamics in relation to group dynamics and organizational factors. The function of leadership is central to the anticipation, alleviation, and amelioration of stress. Leaders, like parents, cannot abdicate power, for when they do, they are no longer in leadership roles. Leaders must understand that they must deal with ministration, maturation, and mastery needs. (47 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
An investigation of individual differences in psychological androgyny showed that they interacted with situational variables to alter the balance of leadership between 107 men and 107 women undergraduates in small-group discussions, as predicted. Each group was composed of either all androgynous or all sex-typed members. The 9 leadership measures represented process (e.g., minutes of speaking time), content (e.g., number of substantive suggestions), and peer impressions (e.g., leadership ratings). Results indicate that when dyads were reminded about their gender role beliefs before the discussion, androgynous men and women shared leadership more and sex-typed partners less than comparable dyads without reminder, in which men dominated regardless of androgyny. Providing social support by increasing group size from dyads to tetrads (2 men, 2 women) also increased leadership sharing between androgynous men and women and increased male dominance in sex-typed groups. Androgynous and sex-typed friends were more active than strangers but did not differ from comparable strangers in leadership-sharing patterns. Peer recognition of leadership followed behavior only roughly. Some behavioral differences were unrecognized; some differences that did not exist were reported. (37 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Correlated lifespace measures with the discrepancies between original test battery forecasts (Miller Analogies Test, Nonverbal Reasoning Ability Test, Guilford-Zimmerman Temperment Survey, and Management Judgment Test) and subsequent managerial success on the job. Variables included the manager's perceived task challenge on his entry job (Modified Task Characteristics Questionnaire), his life change between test and criterion measurement (Schedule of Recent Experiences), his personality match with his first supervisor, and the success of his first supervisor. These served in combination for 140 Exxon managers (average age, 31 yrs) to account for an additional 22.7% of the variance in success after 5 to 7 yrs on the job when added to the validity of prediction (.63) by the Exxon Early Identification of Management Program battery of aptitude and personality assessments administered during the 1st 18 mo of employment. The equivalent of a multiple correlation of .79 was attained. (29 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study looked at the relationship between transformational leadership and three types of value system congruence – leader-organization congruence, leader-follower congruence,and follower-organization congruence, separately for terminal and instrumental values. Findings indicate that follower's terminal value system congruence with leader is positively related to transformational leadership, and this relationship remains significant even after controlling for leader-organization or follower-organization terminal value system congruence. Leader-organization congruence does not also moderate the relationship between transformational leadership and leader-follower congruence, in the case of both terminal and instrumental values. Leader-organization instrumental value system congruence is positively related to leader-follower instrumental value system congruence. No relationship is seen between transformational leadership and follower-organization congruence in the case of both terminal and instrumental values. Leader-follower congruence does not mediate the relationship between transformational leadership and follower-organization congruence.
Research by Mintz and Kelley, Condry, Dahke, and Hill left unresolved the question of what level of personal threat leads to group incoordination of "panic behavior." The present study set out to resolve this issue and to explore the additional relationship between leadership and behavior in the panic situation. The dependent variables were Likert-type questionnaire items designed to investigate the level of responsibility attributed to a leader by members of a group as a function of four variables: (a) two levels of stress (threat of shock or of small monetary loss); (b) two levels of leadership authority (elected or appointed); (c) two conditions of leadership ("me-last" or "me-first"); and (d) group success or failure. The specific questions were adapted from earlier pilot work by Sulzer and Sisti. One hundred and forty-four males were run in this 2 X 2 X 2 X 2 factorial design with a nonfactorial control group. The task setting, which required subjects to retrieve their wooden cones through the same hole, was designed to be analogous to the kind of situation that would occur in a theater fire where only one narrow exit existed. The results support the contention of Kelley that group incoordination (panic) increases under personal threat. Additional results were: (a) Leaders facilitated achieving the goal of safe exit; (b) elected leaders were given more responsibility and were seen as more competent than appointed leaders, but only when the stress is comparatively low, as otherwise the difference in evaluation narrows and reverses; and (c) success or failure seems to have had little effect on the leader's evaluation by the group.
REVIEWS RESEARCH BETWEEN 1959 AND 1967 RELATING ORIENTATION INVENTORY (ORI) SCORES TO OTHER SELF-REPORTS AND TO PERFORMANCE IN CONTROLLED EXPERIMENTS. ALTHOUGH MANY OF THE STUDIES ARE BASED ON SMALL SAMPLES AND ORI SCORES ARE RELATIVELY LOW IN RETEST RELIABILITY, THE OVERALL PATTERNS OF RESULTS SUGGEST THE UTILITY OF ASSESSING ORIENTATION AS A WAY OF INCREASING UNDERSTANDING OF PERFORMANCE IN A VARIETY OF SOCIAL SITUATIONS. IN MANY SUCH SITUATIONS, THE GREATEST SOURCE OF VARIANCE MAY BE THE INTERACTION OF INDIVIDUAL ORIENTATION AND THE NATURE OF THE TASK. WHAT IS PUNISHING FOR THE SELF-ORIENTED MAY BE OF NO CONSEQUENCE TO THE INTERACTION-ORIENTED AND POSITIVELY REINFORCING TO THE TASK-ORIENTED. (3 P. REF.)
38 randomly selected New Zealand company managers completed the revised version of the Multifactor Leadership Questionnaire of Bass. Two ratings were obtained, a rating of an ideal leader and a rating of the real immediate superior. For ratings of the real leader, the mean ratings on the transformational factors were more highly correlated than those on the transactional factors with perceived leader's effectiveness and job satisfaction. The discrepancy scores between the ratings of real and ideal leaders were negatively correlated with the measures of effectiveness and satisfaction. In addition, the ratings of ideal leader showed that managers in this study preferred working with leaders who are more transformational than transactional.
Social psychologists generally have rejected the notion that leadership can be explained by divine inspiration, inherited characteristics, or by a fortuitous combination of personal traits. Some modern theorists have proposed instead a situational theory of leadership, arguing that persons who emerge as leaders do so because their special talents are essential to the group at the moment. The same person, therefore, is unlikely to persist in a position of leadership from one group setting to another unless the conditions are similar.
Over five decades, leadership research has examined whether personal characteristics, situational factors, or some combination explains behaviors, attitudes, and perceptions about leadership. To integrate and clarify this vast literature, a multiple levels of analysis approach is used. In particular, person, situation, and person-situation views of leadership are conceptualized in terms of different perspectives at the person, group, and collective levels of analysis. Implications of the multiple-level approach for future leadership research and managerial practice are discussed.
A model was developed showing how certain situational forces develop to produce shifts between democratic and authoritarian forms of leadership. It was established that where group goals assume greater importance than do individual goals and there are ambiguities obscuring the path to attaining these goals, an authoritarian leadership will be sought to reduce these ambiguities. Where ambiguities are not of a stress-creating nature, that is, not standing in the way of goal attainment, and the attainment of group goals is not seen as a necessary prior event to the attainment of individual goals, a more democratic leadership will be sought.
Despite widespread coverage of and acclaim for Johnson & Johnson's handling of the Tylenol crisis that began Sept. 29, 1982, when the first of seven persons died after taking cyanide-laced Tylenol capsules, the author of this article gives Johnson & Johnson's public relations effort a less than good rating. At the same, time, however, the author confers an “A” on the work of Johnson & Johnson's marketing apparatus.
The purpose of this study was to experimentally manipulate the relationship of (a) four transformational leadership >characteristics (charisma, inspiration, intellectual stimulation, and individual >consideration); (b) two transactional leadership characteristics (contingent reward and management-by-exception); and (c) laissez faire leadership with soft, hard, and rational subordinate influencing behavior. It was predicted that subordinates would most often report using a soft (charisma and inspiration) and rational (individual consideration and intellectual stimulation) approach with transformational leaders, a hard approach with laissez faire leaders, and a rational (contingent reward) as well as hard (management-by-exception) approach with transactional leaders. Four hundred and fifty-one subjects of a graduate and evening undergraduate business school randomly received a scenario depicting a male or female leader exhibiting either one of the four transformational leadership characteristics, one of the...
The importance of emotional engagement in motivation of followers by transformational/charismatic leaders has often been emphasized by leadership scholars. Despite such consideration, little has been espoused regarding the theoretical mechanisms by which emotions and leadership behaviors are related. By presenting a theoretical bridge between the concept of emotional intelligence (Goleman, 1995) and Bass and Avolio's (1994) components of transformational leadership (i.e., idealized influence, inspirational motivation, intellectual stimulation, individualized consideration), this paper provides a focus on such theoretical issues with the hope of stimulating more systematic research efforts. Implications for future research and organizational management are also discussed.
The Bales Group Space Questionnaire, which measures perceptions of dominance, friendliness, and orientation toward task accomplishment, was given to the members of six-person anatomy dissection groups containing one, two, or three women. The medical students were asked to characterize themselves and other group members once at the start of the term and again at its conclusion. Male medical students ranked women relatively low on dominance, regardless of the number of women in a group, both at the start and at the end of the term. Women were ranked as neither highly friendly nor highly unfriendly. There was no effect of time or of group composition on ratings offriendliness. Group composition did affect male perception of women's task orientation. In groups with one woman, women were ranked relatively low on task orientation. In groups with more than one woman, women were equally distributed along the ranks in task orientation. The results suggest that males tend to stereotype women's behavior and exclude them from leadership positions.
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A laboratory experiment was conducted to test relationships between leadership style, feedback on subordinate performance within the context of either the vision or goals of the organization, and leader cognitions representing a modified version of Wofford and Goodwin's (1994) cognitive processing model of leadership. The results indicated that: (1) positive feedback leads to the access of transformational cognitions, whereas negative feedback leads to the access of transactional cognitions; (2) negative feedback about subordinate performance causes transformational leaders to access transactional cognitions in response to subordinates; (3) the relationship between transformational leadership behavior and transformational cognitions is strengthened when feedback received about subordinates is vision-related compared to feedback that is goal-related; and (4) the relationship between transactional leadership behavior and transactional cognitions is strengthened when feedback received is goal-related compared to feedback that is vision-related. Limitations and future research directions are discussed. Copyright © 2000 John Wiley & Sons, Ltd.
The transformational leadership concept differentiates between
instrumental motivation and normative commitment. The high motivation
levels, the relative freedom given to junior officers, and the
esprit de corps in infantry units in the Israeli Defence Forces
(IDF) have made the concept of transformational leadership highly
suitable for junior commanders. Reports on a three-day transformational
leadership workshop for officer cadets designed and conducted by
civilian psychologists at the IDF School for Leadership Development.
Found qualitative and quantitative attitudinal data collected for six
consecutive training cycles over a period of 18 months to be very
favourable. A further programme attempts to integrate the
transformational leadership model as an ongoing effort throughout the
infantry cadets' six-month training programme.
Executives today face many difficult, potentially explosive situations in which they must make decisions that can help or harm their firms, themselves, and others. How can they improve the ethical quality of their decisions? How can they ensure that their decisions will not backfire? The authors discuss three types of theories - theories about the world, theories about other people, and theories about ourselves - that will help executives understand how they make the judgments on which they base their decisions. By understanding those theories, they can learn how to make better, more ethical decisions.
The health care industry involves the continual introduction of new clinical interventions and technologies designed to improve patient and business outcomes. This article argues for the integration of two possible improvement strategies, namely the use of work groups to generate and implement new ideas and the development of leadership capacity to promote innovativeness in others. A longitudinal study of 45 groups of employees at a specialist metropolitan teaching hospital revealed that the adoption of transformational styles of leadership in the workplace influences innovation by producing high levels of group morale that, in turn, results in work group interventions having measurable benefit to patients.
The social influence processes of leadership were investigated within the substantive context of turbulent change in selected local government authorities. The grounded theory method was used to analyze qualitative data. It was found that the basic social process of “enhancing adaptability” emerged from the analysis. This basic social process integrated a range of lower level concepts and explained variation between those concepts. The subsidiary social process of resolving uncertainty also emerged from the analysis. The theory of enhancing adaptability is posited to explain the phenomenon of leadership within the substantive context of change in local government. A number of leadership strategies are presented.
The purposes of this investigation were twofold. First, I examined the relative importance of transactional versus transformational naval officer leadership to three perceived outcomes: leader effectiveness, subordinate extra effort, and subordinate satisfaction. Second, I studied the comparative importance among rational, soft, and hard upward subordinate officer influence ap- proaches to the same three outcomes. Advanced United States Navy officers (N = 157) confidentially completed the Multifactor Officer Questionnaire- Form R (MOQ-R; Bass, Yamrnarino, & Kowalewski, 1987), assessing their most recent superior's degree of transformational and transactional leader- ship. One week later, the same 157 officers completed the Profiles of Organizational Influence Strategies-Form M (POIS-M; Kipnis & Schmidt, 1982). Analyses testing the significance of the difference among correlations generally revealed that transformational leadership and subordinate use of a rational approach were the influencing behaviors most strongly associated with perceived higher levels of leader effectiveness and subordinate satisfac- tion with the leader. No such relation was observed with subordinate extra effort. The implications of these findings and the primary role of leader charisma and subordinate rational influencing behavior are discussed.
Preparing for a major organizational restructuring of a large metropolitan service provider, a selection system was developed for "reconceptualized" first-line supervisory positions within its customer contact division. Because the job in question was "new," strategic job analysis interviews were used to determine the skills, abilities and personal characteristics to be assessed. An assessment center and a structured interview were content validated and administered as part of the selection process. Subjects were 169 candidates who applied for these supervisory positions. Results of the one-day assessment center (in-basket, team, and coaching exercises) yielded significant concurrent and predictive validities, without having adverse impact against protected groups. The structured interview, however, did not contribute to predicting job performance. The utility and return on investment of the selection procedure are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper explores the relationship between leadership style as operationalized by trans-formational/transactional leadership (Bass, 1985) and feedback-seeking behavior. Participants (n= 132) were presented with a vignette describing either a transformational or a transactional leader. Leadership style (transformational leader) was significantly related to higher feedback-seeking intentions. Further, controlling for manipulated leadership style, participants' perceptions of leader consideration behaviors resulted in higher feedback-seeking intentions. These findings suggest that not only does exposure to a certain leader affect feedback-seeking behavior, but also perceptions of certain characteristics of a leader's behavior are important. These findings explain one potential mechanism through which transformational leaders might affect the development of their subordinates and raises interesting implications for leadership coaching.
The present study investigated the effects of a specific union socialization program on union attitudes and loyalty. Seventy-one apprentices undergoing a union-management training program were surveyed. Using linear structural relations modelling, the research found that union attitudes and training satisfaction were the most important predictors of loyalty to the union. Furthermore, attitudes to unions were related to the union socialization process and the transformational leadership characteristics of the socializing agents.
This paper examines the phenomenon of strategic leadership of organizations, and presents a taxonomy through which it can be studied. The taxonomy is developed empirically using data from 27 business cases. Four strategic leadership patterns are identified through facet analysis using the smallest space analysis technique. These patterns labeled, (a) entrepreneurial, (b) bureaucratic, (c) political, and (d) professional, are discussed. Suggestions for the development of top management teams, decision-making support systems, and further development of the taxonomy are made.
The study of leadership suffers from too many definitions, not too few. Much of this confusion springs from the fact that there are two fundamentally different perspectives on leadership. From these arise three common usages of the word. This article suggests that we recognise this diversity and abandon the search for a unique definition. The first perspective views leadership as "influence on individuals" without using power or authority. This "meta" leadership relates individuals to their environment through "visioning" -- a complex interaction of perception, articulation, conviction and empathy (PACE). The second perspective views leadership as the "shaking and moving" of an organisation to face the future, cope with change and achieve results. It includes both the creation of a successful organisation, through "macro" leadership, and the accomplishment of specific jobs or tasks, through "micro" leadership. These three types of leadership -- meta, macro and micro -- are examined from the two perspectives. It is suggested that all three should be exercised by managers at all levels - no matter how junior.
In a survey of the crisis experiences of 30 child care workers in a variety of settings, three general types of child care crisis emerged: life and death, control, and role crises. Supervisory reactions to each of these were analyzed, and it was found that during both the period of actual crisis and in the period that immediately followed it, five effective supervisory behaviors and five ineffective supervisory behaviors became evident.
This article reports on a two-case comparative study of college presidential leadership during times of financial stress, and it focuses on how presidents interpret financial hardship to their faculties rather than on how they address it instrumentally. The study concludes that a college budget, like many administrative tools and processes, is simultaneously an instrument and a symbol, and that feelings of financial stress (often induced by a president) may heighten the budget's symbolic meaning for faculty and other members of a college community. College leaders who are not sensitive to this kind of interpretive variability may fail to meet their faculty's expectations for leadership during pressured times.
Two fundamentally different approaches to theory, research, and to the practice of leadership point in opposite and mutually contradictory directions. Because both cannot be valid, a controversy has arisen as to whether leadership should be conceived of as being contingent upon the situation or whether there is one most effective style for all situations. In the first case, the leader changes behavior to fit the situation. In the second, the leader changes the situation to bring it into line with sound principles of behavior as these are emerging in the behavioral sciences.
Detailed biographies describing the work and training experiences of 84 U.S. Army captains were used to rate those subjects' level of experience with respect to their current positions. In addition, several other measures of leadership experience were obtained. Rated experience and one other measure, relevance of previous positions, were significant predictors of leadership performance. Rated experience was regressed on several predictors to determine the components of leadership experience. The relevance of a leader's previously held positions was found to be the most important determinant. Other measures that have been used as measures of experience, specifically time in service and number of previous positions, did not predict either rated experience or performance. The implications of these findings for organizations and for leadership research are discussed.
One recent direction for leadership research has been the use of purely qualitative data and qualitative analysis. One analytical method used in this phenomenological research has been the full grounded theory method. That method has generated social process theories about leadership in organizational settings. The present research operationalizes those theories into questionnaire format. This operationalized work gives support to a one-factor model for social processes of leadership (SPL) in organizations. It also identifies four lower-order social processes of leadership. Concurrent validity is concluded from a high correlation with Bass & Avolio’s and Podsakoff’s transformational leadership constructs. The correlations are so high that the SPL scale might be tapping the same underlying construct as transformational leadership. The augmentation effect of transformational leadership over (transactional) management is also supported. Support has been obtained for ongoing grounded theory-based research into the social processes of leadership and influence, and related phenomena, in organizations.
The present study demonstrates clearly that lack of social support, little or no identification with a unit or team, no trust in leadership, displacement, rotation, and replacement all have a marked contributory effect on the development of combat reactions. In contrast, positive social support may help in preventing traumatic neurosis of war, even under the most severe stress situations.
This article asserts that in light of changing conditions in the healthcare environment, transformational leadership is the most appropriate leadership style for the hospice registered nurse case manager. The author defines transformational leadership and, tracing from early leadership theories, demonstrates how the transformational-transactional leadership paradigm emerged from preceding leadership theories. The components of transformational leadership--transformational behavior and transformational characteristics--are linked to hospice theory and hospice-specific nursing practices. The expanding role of the hospice R.N. case manager is addressed in light of transformational leadership and culture building. Specific actions are proposed in the arenas of research, education, and community, corporate, and legislative involvement.
In this article, the authors discuss their research on similarities and differences between professionals and nonprofessionals in their responses to managerial leadership behaviors and substitutes for leadership. Their study sample comprised workers at many organizational levels in several hospital and contract research organizations in the Southwest, and they used a multidimensional measure of professionalism to create subsamples of professionals and nonprofessionals. The authors used questionnaire data to test hypotheses regarding instrumental and supportive leadership behaviors and their substitutes. They found that role clarification and support from leaders were important predictors of worker's job satisfaction and organizational commitment for both subsamples, and that formal rules and procedures were an important supplement for instrumental leadership behaviors. Professionals differed from nonprofessionals in that intrinsically satisfying work tasks and importance place on organizational rewards were strong substitutes for leaders' support. The authors conclude that worker professionalism is an important moderator variable for research on leadership and substitutes for leadership.
We extend leadership research by examining the effect of an instructor's transformational leadership on university students. 120 undergraduate students provided ratings for their instructors on Charisma, Intellectual Stimulation, and Individual Consideration as well as the Instructors' Performance and the Students' Involvement in class. Multiple regression analyses indicated that Intellectual Stimulation and Charisma together accounted for 66.3% of the variance in the prediction of Instructor's Performance ratings. In turn, Intellectual Stimulation and Individual Consideration combined to account for 55.1% of the variance in predicting Student Involvement.
In this comprehensive review the leaderless group discussion (LGD) is considered from the point of view of its usefulness as an instrument for assessing leadership potential rather than as a means for studying leadership development. Basically, in an LGD examiners observe and rate examinee performance, where a group of examinees is instructed to engage in a temporarily fixed discussion and no examinee is designated as a leader. The review includes a history of the LGD, an enumeration of the professions and occupations to which it has been applied, a description of the technique, and considerations of its reliability and validity. 72-item bibliography. (PsycINFO Database Record (c) 2006 APA, all rights reserved).