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This study investigated the validity of inspirational motivation as measured by the multifactor leadership questionnaire (MLQ). Two new factors were identified, namely image‐based and concept‐based inspirational motivation, and their relationships with the leadership outcome of extra effort were investigated. Implications for research and practice are presented.

The study examined the association between four influence tactics known to be effective in generating a target's commitment to a task and perceptions of transformational leadership. Eighty military personnel were rated by 181 peers on four influence tactics and four transformational leadership factors. The influence tactics of rational persuasion, inspirational appeals, consultation and collaboration were expected to differentially predict idealized influence (behaviour), inspirational motivation, intellectual stimulation and individualized consideration. Results show that rational persuasion significantly contributed to the variance in all four transformational leadership factors. Inspirational appeals made significant contributions to the variance in idealized influence and inspirational motivation. Consultation and collaboration did not significantly contribute to explaining the variance in any of the four transformational leadership factors. These results suggest that training in rational persuasion and inspirational appeals may increase perceptions of transformational leadership style.

The purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating processes of workplace spirituality and team trust, the emergent states of team processes.

This study is based on software project teams working in India’s information technology sector. The study adopts a cross-sectional research design to investigate the relationships between the study’s constructs.

This study shows varying effects of the components of shared transformational leadership on team viability and team satisfaction. The study has shown empirical evidence for the mediating role of workplace spirituality in the relationship between shared transformational leadership components and team effectiveness components. This study reveals the intervening roles of workplace spirituality and team trust in the relationship between shared transformational leadership as a unidimensional construct and team viability and effectiveness.

Team rewards and team autonomy can cultivate a sense of community and trust among team members. Team trust facilitates autonomy, and workplace spirituality helps develop connectedness among team members.

This study has contributed to the research discourse on team effectiveness by demonstrating that workplace spirituality and team trust act as mediators in the relationship between shared transformational leadership and team effectiveness. This study has shown the relative strength of the effects of the components of shared transformational leadership on workplace spirituality, team viability and team satisfaction.

The purpose of this paper is to empirically investigate hierarchical impacts on specific transformational leadership (TFL) behaviors (i.e. idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration).

Survey data on TFL, job satisfaction, and hierarchy were collected from 448 managers from a multinational corporation in Sweden.

Idealized influence and inspirational motivation occurred more frequently among upper rather than middle managers, while there were no differences for intellectual stimulation and individualized consideration. Also, idealized influence, inspirational motivation, and intellectual stimulation were more effective in strengthening subordinates' job satisfaction among upper rather than middle managers, while individualized consideration was similarly effective in both groups.

The cross‐sectional research design precludes causal conclusions and potentially allows for common method bias. With the main research interest pertaining to hierarchical differences in TFL, however, method bias seems unlikely to fully account for the results.

Study results emphasize the necessity to strengthen TFL on lower managerial levels. Organizations might achieve this by cutting administrative constraints and empowering lower level leaders.

The study addresses repeated calls for a consideration of contextual factors in TFL research. It points to the role of hierarchy as a boundary condition of TFL.

Innovative climate has now become a necessity to developing creative behaviours amongst employees. Hence, this study examines the mediating role of innovative climate on the relationship between transformational leadership and organizational performance in a developing context, Ghana.

The study employs quantitative research approach and cross-sectional survey design to collect data from 400 employees in 10 selected manufacturing companies in Ghana. The data were analysed using descriptive statistics, correlation and macro-PROCESS regression techniques in SPSS.

It is established that all the dimensions of transformational leadership have direct positive and significant effect on organizational performance. At the same time, innovative climate significantly mediated the causal relationship between all the dimensions of transformational leadership and organizational performance, thus creating indirect effect of transformational leadership on organizational performance which is greater than the direct effect.

This study provides new findings to bridge the gap in the general leadership literature by revealing that innovative climate is an effective mediator in the relationship between the dimensions of transformational leadership and organizational performance in a developing country context. Therefore, this study provides evidence for enhancing organizational performance with transformational leadership through innovative climate.

The purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship.

Using quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1.

The results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs.

This study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods.

Organizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes.

This study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.

The present research attempts to review literature on the effects of transformational leadership on organizational creativity and innovation. It is well recognized that organizational creativity and innovation are crucial for an organization and even for the whole society. Transformational leadership exerts great impact on organizational creativity and innovation. With the increase of empirical studies, relevant variables and research findings are from all kinds of perspectives. The purpose of this paper is to sort relevant works out, incorporate them into an overarching framework and suggest a few future directions which are both critical and viable, so that future researchers may easily find the “gap” and fit their prospective works properly.

The research is conducted by first perusing recent and major papers on the subject which have been published on high quality journals. The paper sorts out pivotal mediators and moderators, and sheds light on the their effects.

Although the conclusions drawn from different studies are somewhat inconsistent, most scholars found a positive relationship between transformational leadership and organizational creativity and innovation. Transformational leadership can influence organizational creativity and innovation both directly and indirectly. The bulk of this paper is about the indirect effects of transformational leadership. The mediators and moderators are from different levels including individual, team and organizational level. In addition, some contextual variables are also included.

The paper is the first to review the literature by focusing on the effects of transformational leadership on organizational creativity and innovation. It incorporates various factors into a whole framework which covers three levels and includes internal and external contexts. It makes the relevant findings clear, points out the strengths and weaknesses of the extant literature. It also brings forward future research directions which can be a valuable reference for other researchers.

Explores the nature of transformational and transactional leadership among business executives. Comments reveal that most executives believe there are weaknesses as well as strengths with both leadership constructs in practice. Overall, major leadership strengths are in the role modelling, coaching, and consideration behaviors of executives. Major weaknesses are in failure to motivate and challenge workers beyond the expected outcomes. Other facets of each of the four transformational and two transactional leadership behaviors are examined in this article. Lists leadership strategies and approaches for achieving positive results and implications for future research are also provided.

The purpose of this paper is to investigate and examine the mediating effect of trust and commitment on employees’ performance in the context of transformational leadership at Civilian Para-Police Force Institution.

Leaders and employees at the Civilian Para-Police Force in Indonesia were surveyed and interviewed. Multiple regressions are used to examine and explore the direct and indirect relationship and also provide a model of transformational leadership.

Transformational leadership does not directly influence towards employee performance; rather trust and commitment are found to be the mediating variables in the relationship between transformational leadership and employee performance. The result supports a model of transformational leadership that is considered to be more effective and suitable for improving performance in para-police organisations.

Limitations include the cross-sectional data analysis, the country and institutional specific focus, and a small sample size (n=132).

Organisations with similar duties as those of the Indonesian para-police organisation could embrace the suggested transformational leadership model for the purposes of improving organisational performance through maintaining public order, while at the same time avoiding any abuse of social and religious norms, and human rights.

This study provides a detailed account of the effectiveness of transformational leadership for para police organisations in the Indonesian context.

The purpose of this paper is to examine the transformational leadership and service quality in the businesses active in the field of e-commerce with the mediating role of trust and team performance.

Survey questionnaires were administered on a 384-subject sample of the employees of the teams working in electronic businesses in Iran. The structural equation modeling and partial least square techniques were used to analyze the data.

The results showed that transformational leadership has a positive impact on service quality and improves team performance. The effect of transformational leadership on the interpersonal trust and the trust on the team performance are also positive and significant. In summary, the improved performance also has a positive impact on service quality.

The main limitation is the assessment by questionnaire because the questionnaires measure the attitudes of individuals, not the facts as they are, and the attitudes of individuals usually involve personal judgments and prejudices in the research. Also, examining the research model in different cultural domains may provide different results because of being influenced by different cultures. Hence, the authors recommend that the findings should be examined in other communities with different cultures.

Evaluating the impact of the transformational leadership on service quality (SERVPERF scale) by a survey of team trust and performance in e-business is an innovation in the influence assessment of these variables. The present research is considered applicable to the management science as new findings in organizational behavior studies and recognition of transformational leaders, as well as the positive impacts of the characteristics of them on individuals and followers.