Personality and transformational and transactional leadership: a meta-analysis

This study was a meta-analysis of the relationship between personality and ratings of transformational and transactional leadership behaviors. Using the 5-factor model of personality as an organizing framework, the authors accumulated 384 correlations from 26 independent studies. Personality traits were related to 3 dimensions of transformational leadership--idealized influence-inspirational motivation (charisma), intellectual stimulation, and individualized consideration--and 3 dimensions of transactional leadership--contingent reward, management by exception-active, and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadership--especially with respect to the charisma dimension--generally, weak associations suggested the importance of future research to focus on both narrower personality traits and nondispositional determinants of transformational and transactional leadership.     

Mental imagery and creativity: A meta‐analytic review study

The reports of many creative individuals suggest the use of mental imagery in scientific and artistic production. A variety of protocols have tested the association between mental imagery and creativity, but the individual differences approach has been most frequently employed. This approach is assessed here through a range of meta‐analytic tests. Database searches revealed 18 papers employing the individual differences approach that were subjected to a conservative set of selection criteria. Nine studies (1,494 participants) were included in the final analyses. A marginal, but statistically significant, Fisher's Z‐transformed correlation coefficient was revealed. Further analyses showed little difference between form and type of self‐reported imagery and divergent thinking. Explanations for the failure to account for more than 3% of the variance in the data sets are discussed in the context of anecdotal reports, task validity, and design problems.     

Measurement of cognitive functions in experts and elite athletes: A meta‐analytic review

An extraordinary physiological capacity combined with remarkable motor control, perception, and cognitive functioning is crucial for high performance in sports. Tests that assess the physical abilities are already well established. Moreover, a growing area of research evolved in the recent past that is particularly concerned with the basic cognitive functions by means of neurocognitive tests in experts and elite athletes. The aim of this meta‐analysis (k = 19) is to quantify differences among experts and nonexperts as well as elite athletes and non‐elite athletes. In addition, it aims to assemble and compare previous research and analyze possible differences in cognitive functions depending on age, skill level, and used cognitive tasks. Overall, the mean effect size was small to medium (r = 0.22), indicating superior cognitive functions in experts and elite athletes. The factor of skill definition significantly differentiates the cognition–expertise relationship. In contrast, differences in age groups and cognitive areas appeared but were not significant. Future research should prefer the elite rather than the expert definition and distinguish between high‐performance and amateur athletes. Furthermore, the findings suggest that it can be beneficial for coaches and sport clubs to integrate cognitive tests as an additional tool for scouting and for optimizing the athletic development of their players.     

Job attitudes of part‐time vs. full‐time workers: A meta‐analytic review

A meta‐analysis was conducted (k =38, N =51,231) to examine the size of the difference between full‐ and part‐time employees on job attitudes. Results indicated that there was little difference between full‐time (FT) and part‐time (PT) employees on job satisfaction, organizational commitment, intentions to leave and facets of job satisfaction. Full‐time employees were found to be more involved with their jobs than PT employees (d_c=0.39). Moderating variables were examined (type of job, sex of the sample and sampling strategy used), but these variables explained little of the variability in effect sizes across the studies. An additional analysis of voluntary vs. involuntary employment status was conducted on job satisfaction, but only small differences were found. The theoretical implications are discussed.     

Relations and effects of transformational leadership: a comparative analysis with traditional leadership styles

This study has two main goals: (a) to compare the relationship between transformational leadership and other important leadership styles (i.e., democratic versus autocratic or relations- and task-oriented leadership) and (b) to compare the effects of transformational leadership and the other styles on some important organizational outcomes such as employees' satisfaction and performance. For this purpose, a sample of 147 participants, working in 35 various work-teams, was used. Results show high correlations between transformational leadership, relations-oriented, democratic, and task-oriented leadership. On the other hand, according to the literature, transformational leadership, especially high levels, significantly increases the percentage of variance accounted for by other leadership styles in relevant organizational outcome variables (subordinates' performance, satisfaction and extra effort).     

Collective aspirations: collective regulatory focus as a mediator between transformational and transactional leadership and team creativity

Journal of Business and Psychology - This paper examines the mediating role of two emergent team states—collective regulatory focus (CRF) and team initiative—for transmitting the...     

Rater training revisited: An updated meta‐analytic review of frame‐of‐reference training

The present study updates Woehr and Huffcutt's (1994) rater training meta‐analysis and demonstrates that frame‐of‐reference (FOR) training is an effective method of improving rating accuracy. The current meta‐analysis includes over four times as many studies as included in the Woehr and Huffcutt meta‐analysis and also provides a snapshot of current rater training studies. The present meta‐analysis also extends the previous meta‐analysis by showing that not all operationalizations of accuracy are equally improved by FOR training; Borman's differential accuracy appears to be the most improved by FOR training, along with behavioural accuracy, which provides a snapshot into the cognitive processes of the raters. We also investigate the extent to which FOR training protocols differ, the implications of protocol differences, and if the criteria of interest to FOR researchers have changed over time.     

The utility of transactional and transformational leadership for predicting performance and satisfaction within a path‐goal theory framework

In a test of hypotheses derived from the integration of principles of path‐goal theory ( House, 1996 ) and transformational leadership theory ( Bass, 1985 ), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger role in explaining unique criterion variance beyond the contribution of transformational leadership, than did transformational leadership relative to transactional leadership. In addition, both the transactional and transformational leadership had a negative interactive relationship for predicting the outcome of performance, such that leader vision and leader intellectual stimulation were more positively correlated with employee performance when leader use of contingent reward was low. These augmentation effects, in conjunction with the findings of negative moderation, suggest that transactional leadership may have greater potential predictive value than previously assumed.     

Leaders' bases of social power and anticipation of targets' resistance as predictors of transactional and transformational leadership

This paper examines the value of power and resistance for predicting transactional and transformational leadership. A sample of 232 leader-follower dyads was used to examine these relationships using Hinkin and Schriesheim's 1989 measure of power, Barbuto's 2000 measure of resistance, and Bass' 1985 measure of transformational leadership. Analysis yielded a significant negative relationship between leaders' Reward Power and their use of Individualized Consideration.     

A meta‐analytic review of the Big Five personality factors and accident involvement in occupational and non‐occupational settings

Although a number of studies have examined individual personality traits and their influence on accident involvement, consistent evidence of a predictive relationship is lacking due to contradictory findings. The current study reports a meta‐analysis of the relationship between accident involvement and the Big Five personality dimensions (extraversion, neuroticism, conscientiousness, agreeableness, and openness). Low conscientiousness and low agreeableness were found to be valid and generalizable predictors of accident involvement, with corrected mean validities of .27 and .26, respectively. The context of the accident acts as a moderator in the personality–accident relationship, with different personality dimensions associated with occupational and non‐occupational accidents. Extraversion was found to be a valid and generalizable predictor of traffic accidents, but not occupational accidents. Avenues for further research are highlighted and discussed.     

Transformational,transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men

A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.     

The role of within‐group agreement in understanding transformational leadership

Theories of transformational leadership imply that effective leaders should engage in a constellation of appropriate behaviours. Further, since an important component of transformational leadership is the leader's ability to create a consensus or a similar mindset among subordinates, attributions that the leader is transformational are likely to depend on both the leader's behaviours and the extent to which subordinates perceive the leader similarly. In the present study, these notions were tested using a multi‐source data set comprising 68 focal managers, 285 subordinates, 495 peers, and 68 supervisors. Results indicated that leaders who engage in higher levels of appropriate leader behaviours are more likely to have followers who agree in their perceptions of the leader. In addition, significant interactions were found between leader behaviours and agreement among subordinates, suggesting that agreement moderates the relationship between leader behaviours and attributions of transformational leadership style.     

Development and test of a model linking safety-specific transformational leadership and occupational safety

The authors developed, tested, and replicated a model in which safety-specific transformational leadership predicted occupational injuries in 2 separate studies. Data from 174 restaurant workers (M age = 26.75 years, range = 15-64) were analyzed using structural equation modeling (LISREL 8; K. G. J?reskog & D. S?rbom, 1993) and provided strong support for a model whereby safety-specific transformational leadership predicted occupational injuries through the effects of perceived safety climate, safety consciousness, and safety-related events. Study 2 replicated and extended this model with data from 164 young workers from diverse jobs (M age = 19.54 years, range = 14-24). Safety-specific transformational leadership and role overload were related to occupational injuries through the effects of perceived safety climate, safety consciousness, and safety-related events.     

Surface‐ and deep‐level dissimilarity effects on social integration and individual effectiveness related outcomes in work groups: A meta‐analytic integration

Prior research linking demographic (e.g., age, ethnicity/race, gender, and tenure) and underlying psychological (e.g., personality, attitudes, and values) dissimilarity variables to individual group member's work‐related outcomes produced mixed and contradictory results. To account for these findings, this study develops a contingency framework and tests it using meta‐analytic and structural equation modelling techniques. In line with this framework, results showed different effects of surface‐level (i.e., demographic) dissimilarity and deep‐level (i.e., underlying psychological) dissimilarity on social integration, and ultimately on individual effectiveness related outcomes (i.e., turnover, task, and contextual performance). Specifically, surface‐level dissimilarity had a negative effect on social integration under low but not under high team interdependence. In return, social integration fully mediated the negative relationship between surface‐level dissimilarity and individual effectiveness related outcomes under low interdependence. In contrast, deep‐level dissimilarity had a negative effect on social integration, which was stronger under high and weaker under low team interdependence. Contrary to our predictions, social integration did not mediate the negative relationship between deep‐level dissimilarity and individual effectiveness related outcomes but suppressed positive direct effects of deep‐level dissimilarity on individual effectiveness related outcomes. Possible explanations for these counterintuitive findings are discussed.     

Transformational leadership and group interaction as climate antecedents: a social network analysis

In order to test the social mechanisms through which organizational climate emerges, this article introduces a model that combines transformational leadership and social interaction as antecedents of climate strength (i.e., the degree of within-unit agreement about climate perceptions). Despite their longstanding status as primary variables, both antecedents have received limited empirical research. The sample consisted of 45 platoons of infantry soldiers from 5 different brigades, using safety climate as the exemplar. Results indicate a partially mediated model between transformational leadership and climate strength, with density of group communication network as the mediating variable. In addition, the results showed independent effects for group centralization of the communication and friendship networks, which exerted incremental effects on climate strength over transformational leadership. Whereas centralization of the communication network was found to be negatively related to climate strength, centralization of the friendship network was positively related to it. Theoretical and practical implications are discussed.     

Children's meta‐perceptions and meta‐accuracy of acceptance and rejection by same‐sex and other‐sex peers

The goals of this study were to examine children's meta‐perceptions and meta‐accuracy of acceptance and rejection in the peer group, the degree to which these perceptions vary by perceiver sex and sex of the reference group, and the association between these perceptions and children's actual functioning in the peer group. Participants were 644 fourth‐grade children. Meta‐perceptions and meta‐accuracy were derived from sociometric nominations of actual and perceived acceptance and rejection. Children more accurately perceived how they were seen by same‐sex peers than how they were seen by other‐sex peers. They also perceived more rejection than acceptance from other‐sex peers. Meta‐accuracy for rejection was low regardless of the sex of the reference group. Sex of the reference group significantly moderated the association between meta‐perceptions and meta‐accuracy of acceptance and rejection and children's actual peer relationships. These findings indicate the importance of examining these relatively understudied social cognitions in research with children and the importance of taking the sex of the reference group into account in future peer relations studies using peer nomination methods.     

The two faces of transformational leadership: empowerment and dependency

Followers' identification with the leader and the organizational unit, dependence on the leader, and empowerment by the leader are often attributed to transformational leadership in organizations. However, these hypothesized outcomes have received very little attention in empirical studies. Using a sample of 888 bank employees working under 76 branch manages, the authors tested the relationships between transformational leadership and these outcomes. They found that transformational leadership was positively related to both followers' dependence and their empowerment and that personal identification mediated the relationship between transformational leadership and followers' dependence on the leader, whereas social identification mediated the relationship between transformational leadership and followers' empowerment. The authors discuss the implications of these findings to both theory and practice.     

Mentoring and transformational leadership: The role of supervisory career mentoring

Leaders may need to serve as mentors to activate transformational leadership and promote positive work attitudes and career expectations of followers. To test this premise, incremental effects of transformational leadership and mentoring over each other were examined using N=275 employed MBAs. Respondents with supervisory mentors reported receiving higher levels of career mentoring than respondents with non-supervisory mentors. Supervisory career mentoring (SCM) and transformational leadership had incremental effects over each other for job satisfaction. SCM had mediating effects over transformational leadership for organizational commitment and career expectations. Career mentoring by non-supervisory mentors was not associated with career expectations but there were incremental effects with idealized influence and inspirational motivation for job satisfaction and organizational commitment. Implications for the changing role of mentorship in organizations are discussed.