Transformational Leadership Research in China (2005–2015)

Abstract

This article uses evidence from 233 transformational leadership studies in the Chinese language published between 2005 and 2015 to explore the theoretical development and nature of transformational leadership, the effects of moderating and mediating variables, and the antecedent of transformational leadership in China. These studies include 38 theoretical studies, 4 qualitative studies, 183 quantitative studies, and 8 mixed method research studies. This review identifies that further indigenous research in transformational leadership needs to be encouraged, and qualitative and mixed research methods are required to promote development in this regard. Additionally, the scope of antecedents of transformational leadership needs to be expanded in order to further understand the causes of transformational leadership. While the effects of mediators and moderators are mixed, the effects of transformational leadership on the variables at the individual, team, and organizational levels are significant. Research on the relationship between transformational leadership and organizational variables needs to be encouraged in Chinese context in order to further understand this leadership phenomena.