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Article
Publication date: 1 November 1999

F. William Brown and Nancy G. Dodd

The positive association between transformational leadership and organizational and affective outcomes is well established in the literature. The relationship of…

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Abstract

The positive association between transformational leadership and organizational and affective outcomes is well established in the literature. The relationship of contingent reward, a component of transactional leadership, to those outcomes and its additive and interactive relationship to transformational leadership is less well understood. In a study of 660 manufacturing workers working in 25 shop areas, transformational leadership and contingent reward had positive individual and additive impacts on supervisory and general satisfaction at both the individual and group level of analysis and on productivity at the group level. At the individual level of analysis, both satisfaction with supervision and overall satisfaction were enhanced by the interaction of contingent reward and transformational leadership operating together at certain levels. The operationalization of transformational leadership has contributed to the understanding of the inspirational and relationship aspects of leadership and contingent reward explains some, but not all, of the additional elements of successful leadership.

Details

Leadership & Organization Development Journal, vol. 20 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 September 2003

Venkat R. Krishnan

The relationships between moral leadership, transformational, transactional, and laissez‐faire leaderships, and certain outcomes were studied using a sample of 116…

6923

Abstract

The relationships between moral leadership, transformational, transactional, and laissez‐faire leaderships, and certain outcomes were studied using a sample of 116 managers of a large manufacturing organization in eastern India. Results reveal that transformational leadership partially mediates moral leadership’s relationship with follower’s extra effort and satisfaction, and leader’s effectiveness, and it fully mediates moral leadership’s relationship with leader’s power. Based on whether leader’s self‐rating was more than, same as, or less than follower’s rating of leader’s transformational leadership, leader‐follower dyads were classified into three categories – overestimation, agreement, and underestimation. Findings show that moral leadership is lower in overestimation than in agreement, and is lower in agreement than in underestimation. Correlation between moral leadership and power is also the highest in the case of underestimation. Leader’s power, however, does not differ across categories.

Details

Leadership & Organization Development Journal, vol. 24 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 17 November 2022

Jesus Juyumaya and Juan Pablo Torres

The purpose of the study is to investigate the effect of transformational leadership on creative performance in managers and the mediation effect of work engagement. The…

Abstract

Purpose

The purpose of the study is to investigate the effect of transformational leadership on creative performance in managers and the mediation effect of work engagement. The study also explores whether manager autonomy is a moderator of the model.

Design/methodology/approach

The authors captured information about transformational leadership, work engagement, creative performance and autonomy, using an experimental design and surveys among a sample of managers. They modeled the first-stage moderated mediation effect using Hayes' PROCESS macro.

Findings

The results confirm that transformational leadership is positively related to creative performance in managers. This mediation effect is partially explained by work engagement. Interestingly, autonomy was a significant moderator of the mediation effect.

Practical implications

The findings suggest that learning to practice transformational leadership will positively move companies to increase managers' work engagement and creative performance. These outcomes have been associated with higher productivity and long-term satisfaction, which are predictors of an organization's effectiveness.

Originality/value

This paper closes a gap between transformational leadership and job demands-resources (JD-R) theory by providing evidence on the effects of transformational leadership, work engagement and autonomy on managers' creative performance. The authors supplement existing empirical tests by adopting an experimental design to eliminate potential alternative explanations.

Details

Baltic Journal of Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5265

Keywords

Content available
Book part
Publication date: 10 September 2021

Mary Kay Copeland and David Smith

Ethical leadership is of great interest in the accounting profession. After numerous ethical and moral leadership failures over the last two decades, where accounting…

Abstract

Ethical leadership is of great interest in the accounting profession. After numerous ethical and moral leadership failures over the last two decades, where accounting professionals played a significant role in the fraudulent behaviors that impacted individuals, businesses, and the economy as a whole, the profession has renewed its focus on promoting ethical behavior. To date, research contributing to improving ethical behavior in the accounting profession has been minimal. A plethora of research has identified the deficiency of ethical reasoning and conduct in accounting students and professionals but has provided minimal recommendations on how to improve the status quo. Earlier studies have also found that values based, ethical and transformational leadership behaviors contribute to leader effectiveness in the accounting and business professions. What has not been studied or identified are the specific ethical and transformational leadership behaviors that should be sought or developed in professionals that would improve the ethical conduct and effectiveness of accounting leaders. This study seeks to address the gap in the literature by using neuro network analysis to understand the individual components of ethical and transformational leadership that result in leaders that are more effective in the profession. It concludes that in this study of 212 accounting professionals, ethical leaders that: (a) communicate openly, (b) are trustworthy, (c) consider and support their subordinates’ interest and (d) are altruistic, with a selfless concern for the well-being of others and transformational leaders that encourage their followers to think creatively are innovative are more effective leaders.

Details

Research on Professional Responsibility and Ethics in Accounting
Type: Book
ISBN: 978-1-80071-758-9

Keywords

Book part
Publication date: 27 June 2013

Ronit Kark and Boas Shamir

In this chapter, we integrate recent theories on followers’ self-concept and transformational leadership theory in order to develop a conceptual framework for…

Abstract

In this chapter, we integrate recent theories on followers’ self-concept and transformational leadership theory in order to develop a conceptual framework for understanding the exceptional and diverse effects transformational leaders may have on their followers. We propose that transformational leaders may influence two levels of followers’ self-concept: the relational and the collective self thus fostering personal identification with the leader and social identification with the organizational unit. Specific leader behaviors that prime different aspects of followers’ self-concepts are identified, and their possible effects on different aspects of followers’ perceptions and behaviors are discussed.

Details

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

Book part
Publication date: 7 June 2016

Pamala J. Dillon and Charles C. Manz

We develop a multilevel model of emotional processes grounded in social identity theory to explore the role of emotion in transformational leadership.

Abstract

Purpose

We develop a multilevel model of emotional processes grounded in social identity theory to explore the role of emotion in transformational leadership.

Methodology/approach

This work is conceptual in nature and develops theory surrounding emotion in organizations by integrating theories on transformational leadership, emotion management, and organizational identity.

Findings

Transformational leaders utilize interpersonal emotion management strategies to influence and respond to emotions arising from the self-evaluative processes of organizational members during times of organizational identity change.

Research limitations/implications

The conceptual model detailed provides insight on the intersubjective emotional processes grounded in social identity that influence transformational leadership. Future research into transformational leadership behaviors will benefit from a multilevel perspective which includes both interpersonal emotion management and intrapersonal emotion generation related to social identity at both the within-person and between-person levels.

Originality/value

The proposed model expands on the role of emotions in transformational leadership by theoretically linking the specific transformational behaviors to discrete emotions displayed by followers. While previous empirical research has indicated the positive outcomes of transformational leadership and the role of emotion recognition, work has yet to be presented which explicates the role of discrete emotions in the transformational leadership process.

Book part
Publication date: 22 July 2005

Xiaomeng Zhang and Henry P. Sims

Based on a four-factor leadership typology, this theoretical chapter proposes four alternative models to investigate how collaborative capital moderates the relationships…

Abstract

Based on a four-factor leadership typology, this theoretical chapter proposes four alternative models to investigate how collaborative capital moderates the relationships between leadership and innovation. Beyerlein, Beyerlein, and Kennedy (2004) define collaborative capital as “how well people work together toward shared goals and outcomes.” In this chapter, we focus on empowerment as an important manifestation of collaborative capital. That is, first, empowerment enhances collaboration across vertical hierarchical lines through sharing of decision-making authority. Also, since empowerment is typically implemented as a team form of organizational structure, empowered teams enhance collaboration through the process of decentralized team decision-making. Thus, the accumulation of successful empowerment and the qualities of empowered team member represent the collaborative capital. Specifically, the models suggest that empowerment may function as a partial mediator, or as a moderator, or as both, in the basic relationship between transformational leadership and innovation. In addition, although transformational leadership and empowering leadership elicit different attitudes and behaviors of team members that may facilitate innovation, the interactions between these outcomes will maximize the effects of leadership on innovation. The implications of these observations and the possible directions for future research are discussed.

Details

Collaborative Capital: Creating Intangible Value
Type: Book
ISBN: 978-0-76231-222-1

Article
Publication date: 23 June 2022

Peerayuth Charoensukmongkol and Nichanal Lamsam

The purpose of this study is to adopt the upper echelon theory to analyze the effect of chief executive officer (CEO) transformational leadership on organizational ethical…

Abstract

Purpose

The purpose of this study is to adopt the upper echelon theory to analyze the effect of chief executive officer (CEO) transformational leadership on organizational ethical culture and its subsequent impact on firm performance. The study also integrates the knowledge from the structure–conduct–performance paradigm to test whether the high degree of competitive intensity that firms experience could weaken the effect of organizational ethical culture on firm performance.

Design/methodology/approach

Online survey data were obtained from firms in Thailand that were randomly selected from the directory provided by the Department of Business Development (n = 200). Partial least squares structural equation modeling was used to analyze the data.

Findings

Organizational ethical culture significantly meditates the effect of CEO transformational leadership on firm performance. Moreover, the moderating effect analysis illustrates that the positive effect of organizational ethical culture on firm performance tends to be lower when firms have a high level of competitive intensity in the market.

Originality/value

Overall, this study adds new knowledge to the literature by showing that, although ethical culture created by transformational leaders can lead to high firm performance, the market environment in terms of competitive intensity could mitigate this benefit.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 1 June 2022

Muhammad Khalique Ahmad, Abu Bakar Abdulhamid, Sazali Abd Wahab and Muhammad Umair Nazir

In times of crisis and volatility, especially in the Covid-19 scenario, project organisations are facing multifaceted threats. Project organisations are inclining towards…

Abstract

Purpose

In times of crisis and volatility, especially in the Covid-19 scenario, project organisations are facing multifaceted threats. Project organisations are inclining towards flatter organisational structures. Employees are demanding more decision-making authority due to the changing working scenario. Despite the advancement in project management, a hard skill side, project organisations are still struggling to achieve successful projects. The project manager's leadership, employee self-leadership and soft skills are presented as the solution to these aggravated problems. This article attempts to determine whether a transformational leadership style can influence project success, directly and indirectly through employee self-leadership.

Design/methodology/approach

The author raises the hypothesis, supported by social cognitive theory, that transformational leadership impacts project success directly and indirectly through self-leadership. Data were collected from 289 project team members in the IT sector, and the proposed relationships were assessed through Partial least squares structural equation modelling PLS-SEM.

Findings

Results show that a project manager's transformational leadership behaviour and employee self-leadership positively impact project success. Additionally, self-leadership mediates the relationship between transformational leadership and project success. Lastly, empowerment demonstrated significant moderation for self-leadership and project success, and for transformational leadership and project success.

Research limitations/implications

In this study, one obvious methodological limitation is a cross-sectional design. Future research can be performed while adopting a longitudinal research design. Another conceptual limitation of the model is that the authors did not include all transformational leadership dimensions, which can be considered for future studies while replicating this research model. Another future front can be by examining other leadership styles. Another research limitation may be the single source data collection, a future study may be conducted by several sources for data collection to adequately test both of the leadership styles at different hierarchies and for project success.

Originality/value

The paper contributes to the literature by finding that, in crises, a project manager's transformational leadership style enhances project success. In practice, project managers are needed to adopt transformational behaviour and encourage employee self-leadership and empowerment.

Details

International Journal of Managing Projects in Business, vol. 15 no. 5
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 1 February 2003

James S. Pounder

In recent years, the transformational leadership construct has become a popular topic in leadership literature. Generally, the view is held that transformational leadership

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Abstract

In recent years, the transformational leadership construct has become a popular topic in leadership literature. Generally, the view is held that transformational leadership is superior to the more conventional transactional leadership and produces desirable leadership outcomes. The claims made for transformational leadership have been largely reported outside the instructional context yet the nature of the transformational leadership construct indicates considerable potential in the teaching of management development courses. This paper explores the idea that the enactment of transformational leadership by instructors can enhance the quality of management development instruction.

Details

Journal of Management Development, vol. 22 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

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