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Leadership has a powerful influence on learning and development in today's organizations. Various types of leadership have been found to be conducive to building a learning organization. This empirical study compared the effect of transformational and servant leadership on a learning organization (an organization that constantly transforms itself using learning and development techniques) in the context of Chinese small- and medium-sized enterprises (SMEs).

Four proposed hypotheses were tested using structural equation modeling.

The results show that servant leadership has no significant relationship to learning organization, whereas transformational leadership is a strong predictor.

This research compares two different leadership styles and presents theoretical and practical implications for scholars and practitioners. In particular, this study advances our understanding of how and which leadership style relates to learning organization by examining a structural model with three latent variables: servant leadership, transformational leadership, and learning organization.

The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship.

In total, 287 employees of a water producer organization responded to a questionnaire.

The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment.

The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers.

By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.

This study aims to explore the relationship between transformational leadership and organizational commitment in multinational companies (MNCs) in Morocco.

The study used a sample size of 256 employees to attain results regarding a relationship between transformational leadership and organizational commitment. Proposed hypotheses are tested through regression analysis.

Findings show a relationship between transformational leadership and organizational commitment. Organisations use different leadership styles and thus act differently. However, tranformational leadership shows its importance in leading organisations who aim to be constantly committed.

To the authors’ knowledge, this is the first research in North Africa that investigates the level of transformational leadership and organizational commitment in MNCs.

This study aims to examine the effects of transformational leadership on employees' internal (i.e. voice) and external (i.e. megaphoning) communication behaviors and to explore the mediating role of employees' communal and exchange relationship norms with their organization.

An online survey was conducted with full-time employees working in various industry sectors in the USA.

Transformational leadership significantly increased employees' voice behaviors and their positive and negative megaphoning behaviors. Communal relationship norms exerted a significant mediation effect on employees' communicative behaviors and exchange relationship norms had positive impacts on employees' megaphoning behaviors.

This study is among the first attempts to test the effect of transformational leadership style on employees' communicative actions within and outside of a company and the mediating role of exchange-communal relationship norms.

The purpose of this paper is to study the application level of transformational organization components from Tehran Medical Science University librarians’ point of view.

The present survey method is descriptive-scaling. The statistical population of this survey has included all librarians of Medical Science University of Tehran about 50 individuals. As a few numbers of statistical population, almost all of them were surveyed. Accomplished questionnaires were used to collect data. To analyze data, Kolmogorov-Smirnov test, Pearson correlation coefficient and Friedman test were used.

The results of survey showed that all components of transformational organization in the libraries of Medical Science University of Tehran were not very strong. Although the results of this survey showed that transformational organization components in the libraries of Medical Science University of Tehran are weak, to reach such a desirable level in libraries preparation of this university for converting to transformational organization, it is essential for managers and organizers of these libraries to take making relations more extensive among managers and staff for more cooperation in organization decision making, appropriate human resource training with up-to-date process, planning and practicality of organization knowledge map for discovering the talents and their management into serious consideration.

To change conventional organization to a transformational one, change and transformation should occur in attitude and human resource knowledge organization and gradually in other dimensions means organizational structure, organizational culture and technology.

The purpose of this article is to analyze the impact of the external environment on the emergence of particular forms of transformational leadership.

To develop a conceptual model, the extant literature on environment and transformational leadership was used. Specifically, the focus was on the constructs of volatility of the external environment, environmental uncertainty, and existing models of transformational leadership.

In this article, an environment‐induced model of transformational leadership was developed, which identifies three types of transformational leaders – revolutionary, evolutionary and transgressor. Revolutionary transformational leaders are likely to emerge in organizations operating in volatile environments and whose members show either a high or a low degree of receptivity. However, evolutionary‐transformational leaders are likely to emerge in less volatile environments whose members show a high degree of receptivity, and transgressor‐transformational leaders would emerge in less volatile environments whose members show a low degree of receptivity.

This model is a conceptual one and has not been empirically validated yet. However, the model's propositions have implications for research. Organizational scholars may empirically test the extent to which firms' external environments influence the types of transformational leaders that emerge within them. They may also assess the extent to which the external environment facilitates employee acceptance of particular forms of transformational leadership.

Knowing the external environment of a firm may help select the appropriate type of leaders needed to move the organization ahead. For instance, when organizations face high volatile environments, they may be well advised to select revolutionary‐transformational leaders as CEOs or change agents.

The value of the present article lies in the fact that it binds together the literature on the firm external environment and transformational leadership. Thus, the article helps reduce the artificial boundary between macro and micro issues in the study of organizations.

The main purpose of this study is to evaluate the relationship between transformational leadership (TL) and internal marketing which is underscored by the centrality of human resources in satisfying employee’s needs and how internal marketing, as a moderator and mediator, can facilitate the effects of transformational leadership on social capital and employee loyalty.

This study develops a model and a number of propositions based on preceding literature on transformational leadership and internal marketing on social capital and employee loyalty.

The model proposes that transformational leadership can play a vital role in codification of human resources variables such as internal marketing, which is founded upon the principle of paying greater attention to employees. Moreover, despite the research gap on the relationship between social capital and employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to organization.

The proposed model has a number of academic and managerial contributions. This study contributes the knowledge by examining the relationship between transformational leadership and internal marketing. Managerially, this study helps managers to emphasize the centrality of human resources in satisfying employees and increase their loyalty toward the company. In addition, guarantees management effectiveness and organizational success in reaching their intended goals.

Despite the growing acknowledgment the importance of transformational leadership as a process in which leaders and followers upgrade each other’s level of ethic and motivation. However, there are few studies on the role and importance of transformational leadership on developing and reinforcing the internal marketing.

The purpose of this paper is to report on an empirical study of the effectiveness of transformational, transactional and laissez‐faire leadership across hierarchical levels in manufacturing organizations in the UK. The aim was to develop a framework of leadership across hierarchical levels that would be useful for leadership development programmes and interventions.

Managers from 38 companies completed a 360‐degree version of the Multifactor Leadership Questionnaire. Multiple responses – self, superior, subordinate and peer ratings – were obtained for 367 managers of whom 15 per cent were female and 85 per cent male, aged between 21 and 62 years (mean=42 years), from 38 organizations in the UK manufacturing sector. Of the 367 subjects, unanimous (cases were used only if all ratings agreed on the hierarchical level of the subject) opinions on hierarchical level were gained for 215 (58 per cent), which includes 30 top‐level managers, 33 directors, 54 senior managers, 43 middle managers and 55 lower managers. Data concerning time span were also obtained for 253 managers.

The findings of the research show a distinct pattern of behaviours across different hierarchical levels of organizations. Transformational leadership is equally effective across hierarchical levels in organizations, whereas transactional leadership is not effective at the uppermost hierarchical levels in organizations but effective at levels lower down. Laissez‐faire leadership is ineffective at all hierarchical levels.

A framework of effective leadership behaviours across hierarchical levels in organizations was developed from the findings. This framework can be used as a basis for leadership development in UK manufacturing organizations and potentially wider more general organization contexts.

The purpose of this exploratory study is to examine the impact of leadership on workgroup climate and performance in a religious/church‐based non‐profit organization.

The impact of leadership is investigated using a questionnaire comprised of established scales such as the transformational leadership scales (TLS), team climate inventory questionnaire (TCI), team effectiveness, workgroup cohesion, and interdependence scales. This is a context based study that considers the unique culture comprised of social, political, economic, technologic, personnel, and personal concerns. Descriptive, correlation, hierarchical regression, and SPSS macro developed by Preacher and Hayes were used as statistical techniques to assess the indirect effects (Sobel Tests) of variables.

Transformational leadership was identified as a key variable for the functioning of workgroup performance whilst transactional leadership was identified as a key influencing factor of workgroup climate. In addition, the study found a significant and positive large effect of workgroup climate on workgroup performance whilst both transformational and transactional leadership did not influence workgroup performance through workgroup climate. This finding provides areas in need of further research.

There is likely to be posing risks of method variance or response biases as all data were drawn from employee surveys. There is also likely to be selection bias as the authors could not directly compare respondents with non‐respondents. The fact that there may be operational differences in other as well as smaller organizations, based on the limited size and the ability to allocate job functions, could limit the generalization of this result to other organizations.

This study makes a significant contribution to both scholarly theory and workplace practice in the non‐profit sector as the findings indicated that the influence of workgroup climate on workgroup performance provided an enabling context for the delivery of leadership in a religious/church‐based non‐profit organization.

The purpose of this paper is to examine specifically the impacts of transformational leadership on job‐related learning at the individual level.

A questionnaire survey was conducted. The survey questionnaire contained measurements of job‐related learning (JRL) and the five dimensions of transformational leadership: idealized influence attributed (IIA), idealized influence behavior (IIB), individualized consideration (CON), inspirational motivation (INSPIRE), intellectual stimulation (INTSTIM). Data were collected from 400 individuals of various organizations on a voluntary and anonymous basis.

The research results showed that the dimensions of IIB and CON were two significant predictors to job‐related learning.

All of the data collected in the present study are gathered from a single source through a common method (i.e. a Likert‐scale questionnaire). Also, the use of a cross‐sectional design in the present study restricts inferences being drawn regarding the causal relationships between transformational leadership and job‐related learning.

It seems that leaders are able to enhance job‐related learning among the employees when they recognize the growth needs of their followers and provide them with personal guidance and goal‐directed development. The findings imply that if a high learning orientation in an organisation is desired, transformational leadership would be the type of leadership needed in the organization.

The present study does provide some evidence that some dimensions of transformational leadership are more influential on job‐related learning than the others.