Value systems of transformational leaders

Abstract

This study attempts to draw a value profile of a transformational leader – the leader who transforms people and organizations. It compares the terminal and instrumental value systems of leaders who are more transformational with those of leaders who are less transformational, using a sample of 95 pairs of leaders and subordinates of a non‐profit organization in the United States. Findings reveal that transformational leaders do have some identifiable patterns in their value systems. They give relatively high priority to “a world at peace” and “responsible”, and relatively low priority to “a world of beauty”, “national security”, “intellectual”, and “cheerful”. Results also suggest that transformational leaders might give greater importance to values pertaining to others than to values concerning only themselves.

Citation

Krishnan, V.R. (2001), "Value systems of transformational leaders", Leadership & Organization Development Journal, Vol. 22 No. 3, pp. 126-132. https://doi.org/10.1108/01437730110389274