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Article
Publication date: 1 February 2002

Iain L. Densten

This study investigated the validity of inspirational motivation as measured by the multifactor leadership questionnaire (MLQ). Two new factors were identified, namely…

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16040

Abstract

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.

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Leadership & Organization Development Journal, vol. 23 no. 1
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 October 2004

Danielle Charbonneau

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…

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12596

Abstract

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.

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Leadership & Organization Development Journal, vol. 25 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 6 November 2007

Heike Bruch and Frank Walter

The purpose of this paper is to empirically investigate hierarchical impacts on specific transformational leadership (TFL) behaviors (i.e. idealized influence…

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6192

Abstract

Purpose

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).

Design/methodology/approach

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

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

Details

Leadership & Organization Development Journal, vol. 28 no. 8
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 10 January 2020

Sajjad Nawaz Khan, Siti Mariam Abdullah, Abdul Halim Busari, Muhammad Mubushar and Ikram Ullah Khan

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…

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1657

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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.

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Leadership & Organization Development Journal, vol. 41 no. 1
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 31 May 2013

Hong Hu, Qinxuan Gu and Jixiang Chen

The present research attempts to review literature on the effects of transformational leadership on organizational creativity and innovation. It is well recognized that…

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2590

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

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Nankai Business Review International, vol. 4 no. 2
Type: Research Article
ISSN: 2040-8749

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Article
Publication date: 1 December 2001

James C. Sarros and Joseph C. Santora

Explores the nature of transformational and transactional leadership among business executives. Comments reveal that most executives believe there are weaknesses as well…

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36131

Abstract

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.

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Leadership & Organization Development Journal, vol. 22 no. 8
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 13 May 2014

Adi Indrayanto, John Burgess, Kandy Dayaram and

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…

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1404

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Practical implications

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.

Originality/value

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

Details

Policing: An International Journal of Police Strategies & Management, vol. 37 no. 2
Type: Research Article
ISSN: 1363-951X

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Article
Publication date: 17 March 2020

Mehri Mahdikhani and Bita Yazdani

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…

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1015

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

International Journal of Law and Management, vol. 62 no. 1
Type: Research Article
ISSN: 1754-243X

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Book part
Publication date: 12 April 2019

William J. Schell

The purpose of this chapter is to provide the reader with tools to help change their organizational culture. Specifically, this chapter investigates the importance of…

Abstract

The purpose of this chapter is to provide the reader with tools to help change their organizational culture. Specifically, this chapter investigates the importance of leadership in understanding and changing culture within organizations and explores different change management models to effectively change culture within organizations. This chapter summarizes tools from the Leadership and Change Management literature, including findings from the author’s studies, and best practices from a variety of industries.

Tools are provided so that readers can target leadership changes in preparation for cultural change. Leadership behaviors at the top of an organization are discussed using the full-range leadership model, with a specific focus on understanding, developing, and harnessing transformational leadership behaviors within an organization. Leadership at the top of an organization is complemented with a discussion of the importance of middle leadership throughout the organization including a model to understand and develop those behaviors. The chapter ends with seven different approaches to structuring and managing change that organizations can adopt to improve the probability of driving successful change in their organizations.

For organizations seeking to develop or improve their safety culture, these tools provide a roadmap for harnessing the needed leadership behaviors and organizational tools to effectively make change. By understanding and applying these tools, organizations can find success in their culture change initiatives faster and with fewer problems.

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Article
Publication date: 1 August 2016

Gabriella Fazzi and Nereo Zamaro

The purpose of this paper is to explore the relationships of public service motivation (PSM) with leadership style (transformational and transactional) in two different…

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1430

Abstract

Purpose

The purpose of this paper is to explore the relationships of public service motivation (PSM) with leadership style (transformational and transactional) in two different sectors: nonprofit and public research.

Design/methodology/approach

The authors have investigated the effects of leadership styles on the level of PSM, assuming that transformational leadership has a positive and higher relation to PSM than transactional one. The analysis is based on data collected in two different investigations: a group of nonprofit volunteers, sitting in the NPs boards of directors, and a group of employees working for a National Research Institute.

Findings

Transformational leaders in the nonprofit organisation have higher scores on PSM than transactional leaders. For the employees of the research institution a charismatic leadership is not necessary, and even demotivating; autonomy is a central factor for researcher, and the intervention of the leader seems to be playing a motivation role only in moments of impasse.

Research limitations/implications

Some more work should be done in refining the measures used in the scales. The perception of the leader attitude as controlling or supportive can be the key to better understand some controversial results: this can be object of further studies.

Practical implications

The results offers some preliminary results indicating that, in research institutions, a charismatic leadership should not be considered a generalised management solution. The transformational style reach better results in those research contexts in which research programmes are carried out via team work.

Originality/value

Not so much work in this field has been done yet in Italy, even less focusing on leadership in the research institutions.

Details

International Journal of Manpower, vol. 37 no. 5
Type: Research Article
ISSN: 0143-7720

Keywords

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