Abstract
In this article, we consider the relationship between regulatory orientation and transformational leadership. Specifically, we propose that the effectiveness of transformational leadership depends on followers’ regulatory mode—the manner in which they pursue goals. Based on regulatory fit theory ( Higgins, 2000, 2002), we hypothesize that transformational leadership will be more effective in increasing motivation and eliciting positive evaluations from people with more of a locomotion mode (those who focus on movement from one state to another) rather than people with more of an assessment mode (those who make comparisons and judgments before acting). We find support for these ideas using data collected from a survey of executives and two original experimental designs, one in which regulatory mode is measured as a chronic disposition and the other in which it is situationally induced.
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