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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.

The purpose of this paper is to develop and evaluate a leadership development program with focus on transformational leadership and communication. It is explored whether these aspects of leadership can be trained in the course of a two-day intervention. Furthermore, it is tested if pre-training differences among leaders have an influence on the effectiveness of participating in the leadership intervention.

In the study, 38 leaders took part in the two-day training session. The control group consisted of 59 leaders. Information was collected from participating leaders’ followers (n=356) on pre- and post-training measures of transformational leadership as well as on communication skills (attentive and impression-leaving style).

Results show that transformational leadership behaviors improved more after training in the experimental group (EG) than they did in the control group. Also, ratings of the attentive communication style improved more in the EG compared to the control group. Furthermore, participants of the leadership development program benefitted to different degrees from their training. Participants who initially had a medium score showed the best improvement.

The present study advances the scope of leadership development by also considering the trainability of communication skills. Also, insights on the contingency of training effects are provided.

This research aims to examine the indirect relationship between feminine traits and employee contextual performance through transformational leadership. Additionally, it explored the role of leaders’ sex in moderating the relationship between feminine traits and transformational leadership through a moderated mediation model that subsequently influences employee contextual performance.

This study tested and validated the moderated mediation model using a two-wave survey with 295 samples. Bootstrapping was adopted for model testing.

The results indicated that leaders’ sex moderated the relationship between feminine traits and employee contextual performance through transformational leadership, such that the indirect effect was stronger for female leaders than for male leaders.

Female leaders can improve employee contextual performance by demonstrating transformational leadership with feminine traits. Organizations must implement measures (i.e. training) to promote the acceptance and application of leader gender and gender-role trait diversity, reduce the prevalence of gender stereotypes and help leaders benefit from learning and implementing the effective combination of leadership and feminine traits.

The study demonstrated the joint effects of leaders’ sex (difference) and gender-role traits on employee contextual performance through transformational leadership. These results provide female leaders with feminine traits to gain a leadership advantage and an in-depth understanding of role congruity theory from the perspective of leadership effectiveness.

The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment.

This is a systematic literature review.

This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment.

Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

This study focuses on gender differences in the relationship between transformational leadership and leader's occupational self‐efficacy. The aim is to explain how female and male leaders develop their self‐efficacy. This knowledge is important for leaders as well as organizations (e.g. human resources departments).

A total of 58 leaders were asked to indicate their transformational leadership as well as their occupational self‐efficacy, and 113 followers to indicate these leaders' transformational leadership. Hypotheses were examined using regression analyses.

We found no significant relationship between self‐rated transformational leadership and occupational self‐efficacy for women, although we did find a positive relationship for men. No interaction effect with respect to leaders' occupational self‐efficacy could be found between leaders' gender and follower‐rated transformational leadership.

Whereas the relationship between transformational leadership and occupational self‐efficacy was examined for men and women, we could not examine the processes that lead to the differences.

Knowing that female and male leaders differ in the relationship between transformational leadership and occupational self‐efficacy can help organizations to seek ways to build up their occupational self‐efficacy. This is especially important when considering that occupational self‐efficacy is related to performance in organizations.

The paper employs both leader and follower evaluations on leaders' transformational leadership to explore the relationship between transformational leadership and occupational self‐efficacy. The paper sheds light on the different processes involved in establishing occupational self‐efficacy.

In spite of the observation that nurse managers’ style of authority in sub-Saharan Africa is one of antagonistic vibe and lordship, there is not much information on the kind of leadership provided in the hospitals by nurse managers. Following the notion that transformational leadership is a solution to many leadership problems and often creates valuable positive change in followers, this study aims to examine the level of transformational leadership behavior of nurse leaders; determining the effects of the sub-constructs of emotional intelligence (EI) on the transformational leadership behavior of leaders; and determining whether there is a difference in the exhibition of transformational leadership behavior due to the gender of leaders.

The study uses five of the major public hospitals in the Greater Accra Region (the capital) of Ghana. Evidence of such links would be considerable for Ghanaian healthcare providers in their quest to find potential nurse leaders to train, so as not to dwell highly on the seniority criterion in the selection of leaders. Using a quantitative approach, the Wong Law EI Scale (2002) and leadership items adapted from Rafferty and Griffin (2004) were used to collect the data. A descriptive statistics (mean) revealed that nurse leaders from the selected hospitals exhibited a high level (M= 3.90, SD = 0.14) of transformational leadership behavior.

A multiple regression analysis revealed that three of the sub-constructs of EI significantly affected transformational leadership with the “self-emotion appraisal” construct having the strongest effect on transformational leadership behavior (β = 0.508, p = 0.000). However, the others’ emotion appraisal sub-construct did not significantly affect transformational leadership. Furthermore, the results from the independent sample t-test revealed no significant difference in the exhibition of transformational leadership due to gender.

Based on the findings, when leaders are trained to be emotionally intelligent and their skills are fostered, they are more likely to exhibit transformational leadership behaviors, which will further result in organizational effectiveness and follower satisfaction. Hospitals must focus on the control of one’s emotions at work, and subsequently, understanding others’ emotions. In developing transformational leaders, there is the need to identify some tools that will increase EI level, more specifically, traits related to the understanding of others’ emotion. The findings from this study indicate that one of the factors to check when selecting nurse leaders should be their EI and not necessarily a matter of seniority in many cases in emerging economies.

The originality of this study is in the fact that it focuses on an emerging economy, which is under researched. In Ghana, the criteria for promotion of nurse leaders’ is based strictly on seniority and age and not on factors such as the leaders EI. The profession of nursing is such that leaders need to understand that certain soft skills such as EI are considered necessary to transform the hospitals and staff they lead. This study, therefore, sheds light on these key areas from the perspective of an emerging economy, which are usually not in the domain of literature in the area of healthcare leadership.

Transformational and transactional leadership have become a fascinating issue for research since the work of Burns (1978) and Bass (1990). The purpose of this paper is to evaluate the usefulness of the concept of transformational leadership using examples of political leadership from South Asia. It is argued that the construct of transformational leadership is practically non-existent. And, if the concept of transformational leadership exists, it cannot be specifically applied to the leaders who gain popularity and achieve their goals. It is also argued that positive and negative connotation with transformational and transactional leadership, respectively, is false. The popular leadership may be good for “one-point agenda,” but not necessarily transform the system.

Qualitative methods, historical analysis, and discourse analysis have been employed to understand the leaders’ actions and behaviors.

The discussion around the empirical examples show that the popular-successful leadership does not necessarily a transformational leadership even though the leadership achieves the goals.

The popular or so-called transformational leadership may be good to achieve one-point agenda, but it may not bring the required change and fruitful results to all stakeholders if it is not backed by a transactional strategy. Future research may turn the attention in three directions: whether or not the achieved goals were transformational or transactional; evaluation of leaders’ behavior from the perspective of consequential leadership; and the role of transactional leaders in the growth and strengthening of micro and macro organizations.

Meta‐analytic evidence exists that the numerical dominance of one gender group among employees can affect the behaviour of female and male leaders. The purpose of this paper is to hypothesis that leaders will show more transformational behaviour when they hold a minority status. Transformational behaviour might help to mitigate discrepancies between male leaders' gender and the feminine context, as well as between female leaders' gender and the masculine leadership role.

N₁=455 team members answered questionnaires about their work satisfaction and their team leaders' transformational leadership, whilst N₂=142 team leaders answered questions regarding their teams' goal fulfillment.

Female and male leaders are rated more transformational in economic sectors and working groups where they hold a minority status. The paper finds a positive interrelation between transformational leadership and followers' work satisfaction for male leaders, but not for female leaders.

Future research should compare female and male leaders from extremely gender‐typed economic sectors and from higher levels of the organisational hierarchy. This would provide evidence whether the findings could be generalised to other samples.

The findings point to the potential advantage of being a high‐transformational male leader in female‐dominated contexts. Irrespective of the numerical dominance of one gender group, followers of low‐transformational female leaders are more satisfied than those of low‐transformational male leaders.

The paper uses sector‐level (gender‐typicality of economic sectors) as well as group‐level data (gender‐composition of working groups) to account for the numerical dominance of female and male employees.

Although McGregor’s Theory X and Y holds significant attention in literature, research on the managerial assumptions and leadership is very scarce. The purpose of this paper is to examine the influence of a leader’s Theory X and Y managerial assumptions on follower perceptions of transformational leadership behaviors and the moderating role of the leader’s gender in this relationship.

A total of 108 leaders provided ratings of their Theory X and Y managerial assumptions; 398 followers then rated their leaders’ transformational leadership behavior. To test the hypotheses, moderated hierarchical regression analysis was conducted.

The results indicated that a leader’s Theory Y managerial assumptions are positively related to the followers’ ratings of transformational leadership behavior while a leader’s Theory X managerial assumptions are negatively related to the ratings of transformational leadership behavior. Furthermore, the relationship between Theory Y managerial assumptions and ratings of transformational leadership behavior are stronger for female leaders than male leaders.

This study provides important insights for leadership literature by depicting how cognitive mental schemas (i.e. Theory X and Y assumptions) and gender influence their transformational leadership behaviors.

The purpose was to find if the relationship between personality and transformational leadership exists, when the appraisals are from leaders themselves and from their subordinates.

The approach taken was quantitative analyses of 439 leaders and 380 subordinates.

Results indicated that the relationship between personality and transformational leadership exists. Subordinates' and leaders' ratings did not converge. According to leaders' self‐ratings, the extraverted, intuitive and perceiving preferences favour transformational leadership. On the contrary, subordinates' ratings indicated that leaders with sensing preference are associated with transformational leadership.

Even if sample size is relatively extensive, it represents mainly middle‐level leaders. More data would be needed to gain the overall picture of this topic in all leadership levels.

Results of this study can be used in training and development, when trying to enhance mutual understanding. Also when leaders are appraising themselves they can have more realistic picture when knowing their tendencies due to the personality.

The results provides further information of this field, where the earlier results have been somehow contradictory. Paper shows how different personalities tend to over‐ or underestimate themselves when comparing to subordinates ratings.