Abstract
Implicit leadership theories and the perception of transformational leadership: a replication of German research Implicit leadership theories and the perception of transformational leadership: a replication of German research Birgit Schyns & Karin Sanders, Gedrag & Organisatie, volume 17, April 2004, nr. 2, pp. 143-154. Results of a German study show that implicit leadership theories do influence the evaluation of leaders. In this article the German study is replicated in a Dutch situation. In an experimental setting, the effects of two implicit leadership theories, Romance of Leadership and transformational leadership, on the evaluation of a described leader were tested. The experiment was conducted as a two-point design: At time point one 81 Dutch students were questioned about their implicit leadership theories and at time point two the students evaluated descriptions of either a transformational or a transactional leader. As hypothesized (hypothesis 1) transformational leadership as an implicit leadership theory (ILT) has an effect on perceptions of the described leader. Hypothesis 2 could not be confirmed: Romance of leadership has no significant influence on perceptions of the described leader.
Submitted Version (
Free)
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
