Transformational Transactional Leadership Research Articles

Contextualization of Leadership Using the Example of Safety-Critical Contexts

This study investigates whether the effectiveness of Management-By-Exception-Active and transformational leadership on employee performance is dependent on the level of safety salience within employees’ work contexts. Current leadership research has often paid little attention to the context in which leadership takes place. The present research advances existing leadership research by merging contingency views of leadership with transformational-transactional leadership theory. Using a two-source study design and multilevel modelling, it is examined whether injury likelihood and exposure to hazards, as two contextual attributes, moderate the relationship between Management-By-Exception-Active and transformational leadership on employee safety performance and job performance. Results indicated that Management-By- Exception-Active might be beneficial for performance if injury likelihood is high, but might have a detrimental effect on performance if injury likelihood is low. An unexpected finding was that transformational leadership was less positively related to performance criteria if team-level hazard exposure was high compared to conditions where team-level hazard exposure was low. Overall, the research indicates the importance to consider contextual attributes for a more refined understanding of leadership effectiveness.

Instrumental leadership: Extending the transformational-transactional leadership paradigm

Instrumental leadership: Extending the transformational-transactional leadership paradigm

Followers feel valued — When leaders' regulatory focus makes leaders exhibit behavior that fits followers' regulatory focus

When do followers feel valued by their leader? We propose that leaders' regulatory focus can make followers feel valued when leaders' regulatory focus is the same as followers' regulatory focus, that is, when there is regulatory fit between leaders and followers. We further propose that the reason why this occurs is that leaders' regulatory focus impacts on their transformationaltransactional leadership, and these behavioral styles in turn also differentially fit followers' regulatory focus. Results from a group experiment supported these expectations. Followers felt valued by their leaders when the two parties' regulatory foci fit, and this effect resulted from leaders' transformational and transactional leadership behavior.

Gender Role Self-Concept, Categorical Gender, and Transactional-Transformational Leadership

Prior research has shown that female managers are more likely to display transactional–transformational leadership, but they are less likely than their male colleagues to benefit from this in terms of leadership effectiveness. The aim of this study is to address this intriguing finding. Our expectations were that female managers need masculinity so that their leadership can display positive effects on perceived workgroup performance, whereas androgyny would be advantageous in male managers. We collected data from 67 workgroups, and asked managers to report on their gender role self-concept as well as workgroup performance, and 473 workgroup members to report on their manager’s leadership style. Our analyses revealed that, expectedly, androgyny might be advantageous in male managers using contingent reward, intellectual stimulation, and charisma/inspiration. For female managers, however, a lack of gender-typical attributes might be disadvantageous, especially when using charisma/inspiration.

Transformational–transactional leadership and upward influence: The role of Relative Leader–Member Exchanges (RLMX) and Perceived Organizational Support (POS)

By utilizing the resource theory of social exchange (Foa & Foa, 1974), we attempted to cast light on the dynamics of the relationship between transformational–transactional leadership and employees' upward influence tactics. Using data collected in two time points (N=200, 1year apart), we found perceptions of transformational leadership (Time 1) to be positively related to the use of soft and rational upward influence tactics (Time 2) whereas transactional leadership (Time 1) was positively related to the use of soft and hard upward influence tactics (Time 2). We also found support for a 3-way interaction between transformational–transactional leadership, relative Leader Member Exchanges (RLMX) and Perceived Organizational Support (POS) on employees' upward influence tactics. Specifically, in resource-constrained conditions (low RLMX and low POS), employees were likely to use soft tactics to influence a manager they perceived as transformational to a greater extent than in resource-munificent conditions. They were also likely to employ higher levels of soft and hard tactics to influence a transactional manager in resource-constrained rather than in resource-munificent conditions.

Transformational-Transactional Leadership Styles and Followers’ Regulatory Focus

Individuals’ willingness to remain in their organizations contributes to workforce stability and organizational effectiveness. Working from the notion that different leadership styles encourage followers to self-regulate in distinct ways, we propose regulatory fit between leadership styles and followers’ self-regulatory preferences may reduce followers’ turnover intentions. Corroborating our reasoning, a survey study showed transformational leadership reduced turnover intentions for highly promotion-focused followers, whereas transactional leadership reduced turnover intentions for highly prevention-focused followers. Thus, tailoring leadership to followers’ self-regulatory preferences may contribute to workforce stability and organizational effectiveness.

Leadership: Why gender and culture matter.

For decades, understanding of leadership has been largely based on the results of studies carried out on White men in the United States. We review major theories and models of leadership as they pertain to either gender or culture. We focus on 3 approaches to leadership: trait (including leadership categorization or implicit leadership theory), behavioral (including the two-factor, transformational-transactional leadership, and leader-member exchange models), and contingency (i.e., contingency model of leadership effectiveness and normative decision making). We discuss how dynamics related to either culture or gender (e.g., stereotypes and schemas, ingroup-outgroup interaction, role expectations, power and status differentials) can have an important impact on many aspects of leadership.

The influence of leadership behaviour on organisational citizenship behaviour in self-managed work teams in Malaysia

This study examined the influence of transformational-transactional leadership behaviour on organisational citizenship behaviour in self-managed work teams and the augmenting effect of transformational-transactional leadership behaviour. This cross-sectional correlation study was conducted on 93 self-managed work teams in a multinational manufacturing company. Data were collected through group face-to-face administration by the researcher and statistically analysed through Pearson correlation, partial correlation and multiple regressions. Results showed that both transactional and transformational leadership behaviour have a positive influence on organisational citizenship behaviour among team members. Transformational leadership behaviour, however, has a greater influence on organisational citizenship behaviour compared to transactional leadership behaviour. The results also conf rmed the augmenting effect of transformational leadership behaviour on the relationship between transactional leadership behaviour and organisational citizenship behaviour.

고등학교 태권도 코치의 거래적,변혁적리더십과 성취목표지향성 및 추가적 노력의 인과적 관계

고등학교 태권도 코치의 거래적,변혁적리더십과 성취목표지향성 및 추가적 노력의 인과적 관계

Evaluating the structural validity of the Multifactor Leadership Questionnaire (MLQ), capturing the leadership factors of transformational-transactional leadership

Most previous research on transformational leadership involved the use of the “Multifactor Leadership Questionnaire” (MLQ) to measure various aspects of transformational-transactional leadership. Although the MLQ is widely used, the instrument has been criticized in some areas of its measurement factors. In this study, three proposed models were tested by Confirmatory Factor Analysis (CFA) using the multi-data source of 138 cases. Results revealed that the overall fit of the nine-correlated factor model, on its second test, was statistically significant and that indicated that the Full Leadership Model (nine-correlated leadership model) could be the most appropriately and adequately capturing the factor constructs of transformational-transactional leadership. Keywords: Transformational leadership; Structural validity, Multifactor Leadership Questionnaire; Confirmatory Factor Analysis

The First 100 Days

The first 100 days of a new senior executive appointment are fraught with multi-faceted challenges that rely on specific leadership approaches for their resolution. The purpose of this article is to (1) explore which leadership issues and initiatives most present themselves in the first 100 days of such an appointment, (2) examine the extent to which each dimension of the transformational-transactional leadership model manifests itself in the first 100 days of a new senior executive appointment in response to these issues, and (3) enhance the transformational model by examining it in terms of instructional leadership and three meta-dimensions, namely mission-centred, performance-centred and culture-centred leadership in relation to the key issues. Recommendations for replication of the study in different work environments and for practice are provided.

Effective leadership: Transformational or transactional?

Theory and research in outdoor leadership is often based on studies undertaken in the 1980s, however, whilst such findings are valuable, it is interesting that leadership theory in other fields such as sport, education, leisure, health, management studies and the military have taken on a different perspective. One of the most often studied models is the transactional-transformational model (Bass, 1985). This paper reviews the transactional-transformational leadership model in terms of its appropriateness for understanding and exploring outdoor leadership. Insights drawn from the discussion point to the transformational leadership model as appropriate for theorizing outdoor leadership. This conclusion was drawn as a direct response to the focus of certain key elements within outdoor leadership as a whole.

Transformational leadership and the hospice R.N. case manager: a new critical pathway.

This article asserts that in light of changing conditions in the healthcare environment, transformational leadership is the most appropriate leadership style for the hospice registered nurse case manager. The author defines transformational leadership and, tracing from early leadership theories, demonstrates how the transformational-transactional leadership paradigm emerged from preceding leadership theories. The components of transformational leadership--transformational behavior and transformational characteristics--are linked to hospice theory and hospice-specific nursing practices. The expanding role of the hospice R.N. case manager is addressed in light of transformational leadership and culture building. Specific actions are proposed in the arenas of research, education, and community, corporate, and legislative involvement.

The relationship between individual personality orientation and executive leadership behaviour

The following study was undertaken to explore the link between individual differences in personality orientation and subsequent leadership behaviours in the workplace. More specifically, relationships among two measures of personality and one measure of transformational–transactional leadership style were investigated using data collected from 253 senior executives (and their direct reports) from a highly diversified global corporation. After an initial examination of the personality variables using a correlational approach, a k‐means cluster analysis was used to generate four distinct ‘groups’ based on the mean personality orientation or style exhibited. These groups were labelled accordingly in order to reflect the dispositional characteristics among each cluster of executives: (1) innovators for change or inventors; (2) analytical coordinators or managers; (3) organized pragmatists or implementors; and (4) enthusiastic idealists or motivators. Subsequent ANOVA models using these cluster groups yielded significant differences with respect to the perceptions of both executives and their direct reports of their leadership behaviour. In general, inventors and motivators were found to be more transformational in their leadership style than managers and implementors. These results are discussed in terms of the characteristics of each personality cluster and their respective linkages to the leadership behaviours observed by self and others.

Does the transactional-transformational leadership paradigm transcend organizational and national boundaries?

Does the transactional-transformational leadership paradigm transcend organizational and national boundaries?

Does the transactional–transformational leadership paradigm transcend organizational and national boundaries?

There is universality in the transactional-transformational leadership paradigm. That is, the same conception of phenomena and relationships can be observed in a wide range of organizations and cultures. Exceptions can be understood as a consequence of unusual attributes of the organizations or cultures. Three corollaries are discussed. Supportive evidence has been gathered in studies conducted in organizations in business, education, the military, the government, and the independent sector. Likewise, supportive evidence has been accumulated from all but 1 continent to document the applicability of the paradigm.