Bass's Theory Research Articles

Transformational leadership: an examination of South Kalimantan School Principals' Leadership Style

The headmaster plays a crucial part in ensuring the school's advancement and caliber. transformational school leaders are crucial in advancing educational innovation and Restructuring. The survey was designed to get information on their opinions regarding the practice of transformational school leadership. 335 teachers at private schools who participated in this study were chosen freely due to the wide distribution of the population in South Kalimantan, as demonstrated by their willingness to complete an online survey via Google Forms. The questionnaire is used to measure transformational leadership and builds on Bass's theory (1985). It is clear from the results that transformational leadership fell into the high category. Individualized consideration, intellectual stimulation, inspirational drive, and idealized influence are all high categories, as demonstrated by the four components outlined by Bass (1985).

Hubungan Gaya Kepemimpinan Transformasional Perwira dengan Psychological Well Being Prajurit Yonif Mekanis Raider 411/PDW Salatiga

This research aims to find out the relationship between the transformational leadership style of officers and psychological well being soldiers of Yonif Mechanical Raider 411/PDW. Participants of this study numbered 250 soldiers from the ranks of petty officers and tamtana in Yonif Mechanical Raider 411 / PDW Salatiga. The method of data retrieval uses psychological well-being scale developed by Carol Ryff (1989) and transformational leadership style scale based on Bass theory (in Yukl, 1994). Data analysis using Spearman Rho correlation method. The results showed a significant positive relationship between transformational leadership style and psychological well being, with correlation values at 0.722 and significance values of 0.000 (p<0.05). This means that the maximum transformational leadership style will provide high psychological well being.

The Influence of Transformational Leadership and Job Burnout on Child Protective Services Case Managers' Commitment and Intent to Quit

ABSTRACTJob burnout is prevalent in child welfare with turnover rates estimated between 20% and 40% nationwide. Although effective leadership has been shown to facilitate positive job attitudes and low job burnout in many industries, including healthcare organizations, limited research exists examining whether transformational leadership affects job burnout and job attitudes among child protective services (CPS) case managers. Moreover, no research exists examining whether job burnout mediates the relationships between transformational leadership and job attitudes. This study was designed to examine the relationships between transformational leadership, job burnout, and job attitudes among CPS case managers and whether job burnout mediates those relationships. Bass's theory of transformational leadership and Maslach's theory of job burnout provided the theoretical frameworks for this study. In this nonexperimental study, 197 CPS case managers (83% women) participated by completing an online survey. Results indicated that transformational leadership and job burnout correlated with each other and with job attitudes as hypothesized, and job burnout partially mediated the relationships between transformational leadership and the criterion variables. Our findings suggest that child welfare organizations should hire and/or train transformational leaders to reduce job burnout and increase job attitudes among CPS case managers. Directions for future research are discussed.

Los factores del capital humano en el estilo de liderazgo de los dirigentes empresariales del Área Metropolitana de Bucaramanga, Colombia

This study aims at determining the relationship of the human capital factors (experience and education) in the leadership style of managers of companies in the Metropolitan Area of Bucaramanga – AMB (Colombia). Starting from the review of literature, the methodological development of the research is based on the Bass theory, using the validity survey titled Leadership Styles Questionnaire – CELID, in a transversal, descriptive, exploratory and relational study to 329 managers of AMB-Colombia. On the other hand, the manager characteristics show that the average manager of the Metropolitan Area of Bucaramanga has a transformational leadership style; over twenty years work experience and a university degree. As a main result, there are evident relationships between the educational level and the manager’s experience with his/her leadership style.

Principals' Transformational Leadership and Teachers' Collective Efficacy

The study was designed to test the relationship of principals' transformational, transactional, and laissez-faire leadership with teachers' collective efficacy. Bandura's theory of efficacy applied to the group and Bass's transformational leadership theory were used as the theoretical framework. Participants included 487 French Canadian teachers from 40 public high schools. As expected, there were positive and significant correlations between principals' transformational and transactional leadership and teachers' collective efficacy. Also, there was a negative and significant correlation between laissez-faire leadership and teachers' collective efficacy. Moreover, regression analysis showed transformational leadership significantly enhanced the predictive capabilities of transactional leadership on teachers' collective efficacy. These results confirm the importance of leadership to predict collective efficacy and, by doing so, strengthen Bass's theory of leadership.

Development of a Situational Model for Transformational Leadership

Bass's theory (1985) of transformational leadership is based upon going beyond exchanging rewards for desired performance. Einstein (1994) proposed several steps to bring about the transformation of followers. Using a situational model, we will introduce transactional and transformational leadership theories into Einstein's steps of transformation. Transactional leadership is defined by leader-follower relationships which are based on a series of exchanges or bargains between leaders and followers. Degrees of transactional leadership are supported by the leader's activity level and the nature of the interaction with followers. With transformational leadership, leader-follower relationships are built on three distinct leader behaviors; charisma, intellectual stimulation, and individualized consideration. The situational model we intend to develop for transformational leadership will show managers when and how to employ this theory. Transformational leadership can be learned and leaders at all levels can benefit from an understanding of how transformational and transactional leadership theory can be combined into a dynamic model.

Schenker's "Notion of Scale-Step in Historical Perspective: Non-Essential Harmonies in Viennese Fundamental Bass Theory"

Schenker's "Notion of Scale-Step in Historical Perspective: Non-Essential Harmonies in Viennese Fundamental Bass Theory"