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An exploration of perspective taking as an antecedent of transformational leadership behavior

Brian T. Gregory (The W.A. Franke College of Business, Northern Arizona University, Flagstaff, Arizona, USA)
K. Nathan Moates (Valdosta State University, Valdosta, Georgia, USA)
Sean T. Gregory (School of Public Health, University of Minnesota, Minneapolis, Minnesota, USA)

Leadership & Organization Development Journal

ISSN: 0143-7739

Publication date: 1 November 2011

Abstract

Purpose

The purpose of this research is to explore dyad‐specific perspective taking as a potential antecedent of transformational leadership behavior.

Design/methodology/approach

The study's hypothesis was explored through a sample of 106 supervisor/subordinate dyads working in a hospital. Supervisors self‐reported their dyad‐specific perspective taking, while subordinates evaluated the transformational leadership behaviors of their supervisors.

Findings

Results indicate that dyad‐specific perspective taking is related to transformational leadership behavior and not related to transactional leadership behavior.

Practical implications

Results suggest that managers wishing to improve their skills as leaders may want to increase the frequency with which they attempt to look at issues from the perspective of their subordinates.

Originality/value

This research contributes to the literature by suggesting that dyad‐specific perspective taking is related to transformational leadership behavior.

Keywords

Citation

Gregory, B.T., Nathan Moates, K. and Gregory, S.T. (2011), "An exploration of perspective taking as an antecedent of transformational leadership behavior", Leadership & Organization Development Journal, Vol. 32 No. 8, pp. 807-816. https://doi.org/10.1108/01437731111183748

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited