The Experts below are selected from a list of 360 Experts worldwide ranked by ideXlab platform
Bernard M Bass - One of the best experts on this subject based on the ideXlab platform.
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ethics character and authentic Transformational Leadership
2006Co-Authors: Bernard M Bass, Paul SteidlmeierAbstract:The morality of Transformational Leadership has been sharply questioned, particularly by libertarians, "grass roots" theorists, and organizational development consultants. This paper argues that to be truly Transformational Leadership, it must be grounded in moral foundations. The four components of authentic Transformational Leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) are constrasted with their counterfeits in the dissembling pseudoTransformational Leadership on the basis of 1) the moral character of the leaders and their concerns for self and others; 2) the ethical values embedded in the leaders’ vision, articulation, and program, which followers can embrace or reject; and 3) the morality of the processes of social ethical choices and action in which the leaders and followers engage and collectively pursue. The literature on Transformational Leadership is linked to the long-standing literature on virtue and moral character, as exemplified by Socratic and Confucian typologies. It is linked, as well, to the major themes of the modern Western ethical agenda: liberty, utility and distributive justice Deception, sophistry, and pretense are examined alongside issues of transendence, agency, trust, striving for the congruence of the values, cooperative action, power, persuasion, and corporate governance to establish the strategic and moral foundations of authentic Transformational Leadership.
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ethics character and authentic Transformational Leadership behavior
Leadership Quarterly, 1999Co-Authors: Bernard M Bass, Paul SteidlmeierAbstract:Abstract The morality of Transformational Leadership has been sharply questioned, particularly by libertarians, “grass roots” theorists, and organizational development consultants. This paper argues that to be truly Transformational, Leadership must be grounded in moral foundations. The four components of authentic Transformational Leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) are contrasted with their counterfeits in dissembling pseudo -Transformational Leadership on the basis of (1) the moral character of the leaders and their concerns for self and others; (2) the ethical values embedded in the leaders' vision, articulation, and program, which followers can embrace or reject; and (3) the morality of the processes of social ethical choices and action in which the leaders and followers engage and collectively pursue. The literature on Transformational Leadership is linked to the long-standing literature on virtue and moral character, as exemplified by Socratic and Confucian typologies. It is related as well to the major themes of the modern Western ethical agenda: liberty, utility, and distributive justice Deception, sophistry, and pretense are examined alongside issues of transcendence, agency, trust, striving for congruence in values, cooperative action, power, persuasion, and corporate governance to establish the strategic and moral foundations of authentic Transformational Leadership.
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two decades of research and development in Transformational Leadership
European Journal of Work and Organizational Psychology, 1999Co-Authors: Bernard M BassAbstract:The interests of the organization and its members need to be aligned. Such is a task for the Transformational leader. In contrast to the transactional leader who practises contingent reinforcement of followers, the Transformational leader inspires, intellectually stimulates, and is individually considerate of them. Transformational Leadership may be directive or participative. Requiring higher moral development, Transformational Leadership is recognized universally as a concept. Furthermore, contrary to earlier expectations, women leaders tend to be more Transformational than their male counterparts. Although a six-factor model of Transformational/ transactional Leadership best fits a diversity of samples according to confirmatory factor analyses, whether fewer factors are necessary remains an open question. Another important research question that has only been partially answered is why Transformational Leadership is more effective than transactional Leadership in a wide variety of business, military, industrial, hospital, and educational circumstances.
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Transformational Leadership industrial military and educational impact
1997Co-Authors: Bernard M BassAbstract:Commitment, Involvement, Loyalty and Performance Stress and Transactional/Transformational Leadership Contingencies of Transformational and Transactional Leadership Transformational and Transactional Organizational Culture Transformational and Transactional Leadership of Men and Women Implications of Transformational Leadership for Organziational Policies Development and Training in Transformational Leadership Prediction of Transformational and Transactional Leadership Rank, Status and Transformational/Transactional Leadership Empowerment and Laissez-Faire Leaderhip Substitutes for Transformational and Transactional Leadership.
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improving organizational effectiveness through Transformational Leadership
1993Co-Authors: Bernard M Bass, Bruce J AvolioAbstract:Introduction - Bernard M Bass and Bruce J Avolio Transforming Leadership - Karl W Kuhnert Developing People Through Delegation Indirect Leadership - Francis J Yammarino Transformational Leadership at a Distance Transformational Leadership in Teams - David C Atwater and Bernard M Bass Transformational Leadership in Multifunctional Teams - David A Waldman Transformational Leadership and Team and Organizational Decision Making - Bernard M Bass The Alliance of Total Quality and the Full Range of Leadership - Bruce J Avolio Organizational Transformation - Leanne E Atwater and David C Atwater Strategies for Change and Improvement Corporate Reorganization and Transformations in Human Resource Management - K Galen Kroeck Conclusions and Implications - Bruce J Avolio and Bernard M Bass
Robert T Keller - One of the best experts on this subject based on the ideXlab platform.
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Transformational Leadership in an acquisition a field study of employees
Leadership Quarterly, 2007Co-Authors: Louise A Nemanich, Robert T KellerAbstract:This field study of employees involved in a major acquisition integration addressed the relationships that Leadership and climate had with subordinate acquisition acceptance, performance, and job satisfaction in an uncertain environment. Transformational Leadership was positively related to acquisition acceptance, supervisor-rated performance, and job satisfaction (p < .01). Transformational leaders also impacted subordinate outcomes through the perceived climate they created for goal clarity and support for creative thinking. Both goal clarity and support for creative thinking partially mediated the relationship between Transformational Leadership and job satisfaction (p < .01; N = 447). Goal clarity did not mediate the relationship between Transformational Leadership and performance, but was positively related to performance (p < .05; N = 344). Support for creative thinking fully mediated the relationship between Transformational Leadership and acquisition acceptance (p < .01; N = 432). Implications for future research and for managers engaged in acquisition integrations are discussed.
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Transformational Leadership and the performance of research and development project groups
Journal of Management, 1992Co-Authors: Robert T KellerAbstract:A longitudinal study was conducted of Transformational Leadership and the performance of project groups in three industrial research and development organizations. As hypothesized, Transformational Leadership predicted higher project quality and budget/schedule performance ratings at time I and one-year later at time 2. A moderator effect was hypothesized and found for type of research and development work. Here, Transformational Leadership was a stronger predictor of project quality ratings for research projects than for development projects. Initiating structure, however was a stronger predictor of project quality ratings for development projects than for research projects. Theoretical and methodological issues for Transformational Leadership research in professional organizations are discussed.
Joyce E Bono - One of the best experts on this subject based on the ideXlab platform.
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Transformational Leadership in context face to face and virtual teams
Leadership Quarterly, 2009Co-Authors: Radostina K Purvanova, Joyce E BonoAbstract:Abstract This experimental study examined Transformational Leadership in the context of traditional teams using face-to-face communication and virtual teams using computer-mediated communication. Thirty-nine leaders led both face-to-face and virtual teams. Repeated-measures analyses revealed similar mean levels of Transformational Leadership in both team types; however, leader rank order varied across team type. Post hoc analyses revealed that the most effective leaders where those who increased their Transformational Leadership in virtual teams. Furthermore, analyses at the team level revealed that the effect of Transformational Leadership on team performance was stronger in virtual than in face-to-face teams. Team-member ratings of Transformational Leadership were equally linked to project satisfaction in face-to-face and virtual teams. Considered as a whole, our results suggest that Transformational Leadership has a stronger effect in teams that use only computer-mediated communication, and that leaders who increase their Transformational Leadership behaviors in such teams achieve higher levels of team performance.
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Transformational Leadership job characteristics and organizational citizenship performance
Human Performance, 2006Co-Authors: Radostina K Purvanova, Joyce E Bono, Jessica DzieweczynskiAbstract:(2006). Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance. Human Performance: Vol. 19, No. 1, pp. 1-22.
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five factor model of personality and Transformational Leadership
Journal of Applied Psychology, 2000Co-Authors: Timothy A Judge, Joyce E BonoAbstract:This study linked traits from the 5-factor model of personality (the Big 5) to Transformational Leadership behavior. Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict Transformational Leadership. Results based on 14 samples of leaders from over 200 organizations revealed that Extraversion and Agreeableness positively predicted Transformational Leadership; Openness to Experience was positively correlated with Transformational Leadership, but its effect disappeared once the influence of the other traits was controlled. Neuroticism and Conscientiousness were unrelated to Transformational Leadership. Results further indicated that specific facets of the Big 5 traits predicted Transformational Leadership less well than the general constructs. Finally, Transformational Leadership behavior predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional Leadership.
Raed Masadeh - One of the best experts on this subject based on the ideXlab platform.
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the effect of Transformational Leadership on entrepreneurial orientation the mediating role of organizational learning capability
Mathematical Models and Methods in Applied Sciences, 2018Co-Authors: Bader Yousef Obeidat, Razan Nofal, Raed MasadehAbstract:This study aims to investigate the effect of Transformational Leadership on entrepreneurial orientation in Jordanian commercial banks, and whether organizational learning capability mediates the effect of Transformational Leadership on entrepreneurial orientation. Adopting a quantitative research design, data were collected by means of a questionnaire-based survey of employees in Jordanian commercial banks. Based on 330 usable responses, the results revealed the significant effect of Transformational Leadership and two of its dimensions (inspirational motivation and intellectual stimulation) on entrepreneurial orientation. Two other dimensions (idealized influence and individualized consideration) did not contribute to entrepreneurial orientation. Additionally, the results showed that Transformational Leadership has a significant effect on organizational learning capability, and that organizational learning capability in turn affects entrepreneurial orientation. The findings confirm that organizational learning capability fully mediates the effect of Transformational Leadership on entrepreneurial orientation. A number of recommendations are advanced, the most important of which is that banks should improve and develop managers’ Transformational attributes by training them on how to deal with employees in order to increase their entrepreneurial orientation. Banks should also consider improving their learning capability, as this plays a significant role in enhancing and supporting the effect of Transformational Leadership attributes on entrepreneurial orientation.
Radostina K Purvanova - One of the best experts on this subject based on the ideXlab platform.
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Transformational Leadership in context face to face and virtual teams
Leadership Quarterly, 2009Co-Authors: Radostina K Purvanova, Joyce E BonoAbstract:Abstract This experimental study examined Transformational Leadership in the context of traditional teams using face-to-face communication and virtual teams using computer-mediated communication. Thirty-nine leaders led both face-to-face and virtual teams. Repeated-measures analyses revealed similar mean levels of Transformational Leadership in both team types; however, leader rank order varied across team type. Post hoc analyses revealed that the most effective leaders where those who increased their Transformational Leadership in virtual teams. Furthermore, analyses at the team level revealed that the effect of Transformational Leadership on team performance was stronger in virtual than in face-to-face teams. Team-member ratings of Transformational Leadership were equally linked to project satisfaction in face-to-face and virtual teams. Considered as a whole, our results suggest that Transformational Leadership has a stronger effect in teams that use only computer-mediated communication, and that leaders who increase their Transformational Leadership behaviors in such teams achieve higher levels of team performance.
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Transformational Leadership job characteristics and organizational citizenship performance
Human Performance, 2006Co-Authors: Radostina K Purvanova, Joyce E Bono, Jessica DzieweczynskiAbstract:(2006). Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance. Human Performance: Vol. 19, No. 1, pp. 1-22.