Gender-Related Stereotypes of Transformational and Transactional Leadership

This study investigated gender differences in transformational and transactional leadership, and gender-related stereotypes for these forms of leadership. Results indicated that there were no differences in the way the primarily Caucasian subordinates evaluated their actual male and female managers. There were, however, differences in ratings of stereotypic male versus stereotypic female leaders on transformational and transactional leadership, but only by female respondents. Finally, congruence between ratings of actual managers and ratings of stereotypic managers was found primarily for male respondents. Results suggest that stereotypes may be one explanation for gender differences found in prior research on transformational and transactional leadership.     

The Leader Ship Is Sinking: A Temporal Investigation of Narcissistic Leadership

Individuals higher in narcissism have leader emergent tendencies. The characteristics of their personality suggest, however, that their leadership qualities will decrease over time as a function of group acquaintance. We present data from two studies that provide the first empirical support for this theoretical position within a transformational leadership framework. In Study 1 (N = 112), we tested narcissistic leadership qualities in groups of unacquainted individuals over a 12‐week period. In Study 2 (N = 152), we adopted the same protocol with groups of acquainted individuals. In Study 1, narcissism was positively associated with peer‐rated leadership during initial group formation but not later. In Study 2, narcissism was not significantly associated with peer‐rated leadership during initial group formation and was negatively associated with peer‐rated leadership later. In Study 1, transformational leadership mediated the relationship between narcissism and leadership initially but not later on. In Study 2, transformational leadership failed to mediate the relationship between narcissism and leadership throughout the study. Despite enjoying a honeymoon period of leadership, the appeal and attractiveness of the narcissistic leader rapidly wane. This decline is explained in part by their changing transformational leadership qualities.     

Predicting Transformational Leadership in Naval Cadets: Effects of Personality Hardiness and Training

The present study investigated whether personality hardiness predicts peer ratings of leadership style in Navy officer cadets. Cadets ( n  = 71) completed the Dispositional Resiliency (hardiness) Scale, and later rated their peers using the Multifactor Leadership Questionnaire (full range of leadership model). Results show the hardy–commitment facet predicted peer ratings of all leadership styles covered in the model, both before and after and intensive military exercise. The challenge facet was a positive predictor of transformational and transactional leadership and was negatively related to passive-avoidant leadership. Transformational leadership predicted leader performance, as indexed by military development grades; and a partial mediation effect was found for hardiness on the relation between transformational leadership and leader performance.     

Leadership and Perceiver Cognition: Examining the Role of Self-Identity in Implicit Leadership Theories

We investigated whether priming individuals' self-identities to be interdependent or independent influences their ratings of leadership prototypicality. Specifically, we predicted that participants receiving an interdependent prime would rate items associated with transformational leadership as being more prototypical of effective leadership than would participants receiving no prime. We also predicted that participants receiving an independent prime would rate transactional leadership items as being more prototypical of effective leadership. Undergraduate psychology students were randomly assigned to one of three conditions (interdependent prime, independent prime, and control). Results support the idea that self-identity can be primed to influence ratings of leadership prototypicality. We discuss implications and suggest directions for future research.     

Pseudo‐Transformational Leadership: Model Specification and Outcomes1

A model of pseudo‐transformational leadership was tested in 4 experiments. Pseudo‐transformational leadership is defined by self‐serving, yet highly inspirational leadership behaviors, unwillingness to encourage independent thought in subordinates, and little caring for one's subordinates more generally. Study 1 (N = 167) used vignettes to differentiate among transformational, pseudo‐transformational, and laissez‐faire leadership styles. Study 2 (N = 179) replicated this model using ratings of characters in the film 12 Angry Men ( Fonda, Rose, & Lumet, 1957 ). Study 3 (N = 120) tested the model, controlling for participant perceptions of leader affect and prototypical leadership behaviors. Study 4 (N = 127) extended the ecological validity of the model and range of outcomes. Across the studies, support was obtained for the model.     

变革型领导风格的实证研究

以72家企业的193名管理者为被试,通过多来源评估法收集数据,采用因素分析、信度分析和回归分析等方法对变革型领导的理论结构及其与领导有效性的关系进行了深入研究。结果表明,变革型领导具有二阶单因素结构。即四个独立子因素为领导魅力、感召力、智力激发和个性化关怀,这些子因素归属于一个单一二阶因素;研究所使用的《变革型领导问卷》具有良好的构想效度和信度,适用于中国文化;变革型领导及其子维度对领导有效性有一定的预测力。     

The Impact of Leadership Style on Global Management Practices1

A study was conducted to explore the impact of differences in leadership style on the practice of global leadership and management. Data were collected from 391 senior managers from a global organization and 1,701 of their direct reports, 358 straight-line supervisors, and 266 dotted-line supervisors. ANOVA results indicate that transformational leaders were rated significantly higher on all behaviors by their direct reports than were transactional leaders. Straight-line supervisors rated transformational leaders significantly higher on managing change- and relationship-management behaviors, whereas dotted-line supervisors rated transformational leaders higher on learning orientation. Finally, transformational leaders were significantly more self-aware (greater congruence in self vs. direct reports' average ratings) regarding the practice of these behaviors. implications for future research are discussed.     

变革型领导、家长式领导、PM理论与领导有效性关系的比较研究

本研究探索了变革型领导、家长式领导、PM与领导有效性之间的关系。对288份调查数据的层次回归分析表明,与家长式领导相比,PM对员工满意度有更强的预测作用;与PM相比,变革型领导对组织承诺与领导者有效性有更强的预测作用;与家长式领导相比,变革型领导对组织承诺与领导者有效性有更强的预测作用。这表明,在中国这一特殊的文化背景下,变革型领导对领导有效性具有最强的预测力。     

Fostering Employee Creativity through Transformational Leadership: Moderating Role of Creative Self-Efficacy

This study examined the moderating role of creative self-efficacy in predictions of employees’ creativity through transformational leadership. Data from a dyadic sample of 424 employees and their immediate supervisors were collected and analyzed. The results signify that transformational leaders promote creativity among their subordinates. Further, a significant moderating role of creative self-efficacy was found in the relationship between transformational leadership and employee creativity. The findings reveal that employees working under transformational leaders more likely to resort creative behavior when they perceive high creative-self-efficacy.     

中国组织情境下的领导有效性：对变革型领导、领导-部属交换和破坏型领导的元分析

以91项实证研究(92个独立样本, 33517名员工)为对象, 综合使用元分析、相对权重分析和结构方程技术, 考察了中国组织情境下领导方式的有效性问题。研究者从导向(行为-关系)和性质(积极-消极)两个方面, 选择了变革型、领导-部属交换和破坏型3种领导方式; 从产出类型(态度-行为)方面, 选择了下属工作满意度、情感承诺、留职意愿、任务绩效和组织公民行为5种有效性指标。结果表明：(1)变革型领导和领导-部属交换与员工积极性态度和行为正相关, 破坏型领导与员工积极性态度和行为负相关。(2)三种领导方式的有效性有所不同：在对下属态度的影响上, 领导-部属交换作用最强, 变革型领导次之, 破坏型领导最弱; 在对下属行为的影响上, 破坏型领导作用最强, 领导-部属交换次之, 变革型领导最弱。(3)关系导向领导方式在行为导向领导方式与下属反应关系中起部分中介作用, 即除了直接影响, 变革型和破坏型领导还通过提高和降低领导-部属交换质量影响下属态度和行为。     

Morality and Leadership: Examining the Ethics of Transformational Leadership

Morality is a critical factor in leadership that its absence could turn an otherwise powerful leadership model (i.e. transformational leadership) into a disastrous outcome. The importance of morality for leaders is self-evident in light of the far-reaching effects of leaders' actions or inaction on other people. Such proposition necessitates the discourse in the objectivity of universal moral principles as the legitimate basis of a sound understanding of moral leadership. Examining transformational leadership from a moral-laden perspective, this paper argues that morality is a necessary component of leadership and that deontological moral reasoning provides a sufficient ground for morally attractive leadership theories.     

Transformational Leadership and Well-Being in Sports: The Mediating Role of Need Satisfaction

The present study examined the direct and indirect effect of coaches’ transformational leadership on athlete well-being. Participants were 184 floorball players who completed questionnaires about perceived transformational leadership from their coach, need satisfaction, and sport-related well-being. The analyses revealed positive relationships between perceived transformational leadership, need satisfaction, and well-being. The results also demonstrated that the positive effect of transformational leadership on athletes’ well-being was mediated by athletes’ need satisfaction. Furthermore, the results from this study add the previously unexplored outcome athlete well-being to the positive effects of transformational leadership in sports, thereby extending our knowledge of the transformational leadership process.     

Personality and the Perception of Transformational Leadership: The Impact of Extraversion,Neuroticism, Personal Need for Structure,and Occupational Self‐Efficacy1

This experimental study examined the influence of followers' personal characteristics on their perception of leadership. Participants were 175 students who self‐rated several personality scales (extraversion, neuroticism, personal need for structure, and occupational self‐efficacy) at Time 1. Two weeks later, participants were divided into two groups and were presented a vignette about a transformational or a nontransformational leader. Subsequently, respondents were asked to rate the described leader's behavior on the Multifactor Leadership Questionnaire. Results revealed that followers high in extraversion tended to perceive more transformational leadership, and showed a more positive evaluation of transformational leadership than did followers with low extraversion. Moreover, perceived transformational leadership predicted the acceptance of a leader, but followers' personality traits did not moderate the relationship between perceived transformational leadership and acceptance.     

差异化变革型领导对知识分享与团队创造力的影响:社会网络机制的解释

差异化变革型领导是团队领导领域的最新议题,现有的研究局限于探讨其社会心理方面的作用机制。本文从社会网络机制出发解释差异化变革型领导对团队知识分享及团队创造力的影响。基于65家企业的225个工作团队样本的结构方程模型分析表明,团队一致性变革型领导正向影响团队交流网络密度从而提高团队知识分享;个体差异性变革型领导正向影响团队成员交流网络密度差异性从而降低团队知识分享;团队知识分享正向影响团队创造力。本文的证据表明,在中国情境下,差异性团队领导行为不利于创造稠密的团队交流网络,以及团队知识分享,从而不利于提升团队创造力水平。     

Transformational leadership: relations to the five-factor model and team performance in typical and maximum contexts

This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. Team performance ratings correlated at only.18 across the typical and maximum contexts. Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures.     

Work Engagement: Investigating the Role of Transformational Leadership,Job Resources,and Recovery

While the relationship between job resources and engagement has been well established, a greater understanding of the upstream factors that shape job resources is required to develop strategies to promote work engagement. The current study addresses this need by exploring transformational leadership as an upstream job resource, and the moderating role of recovery experiences. It was hypothesized that job resources would mediate the relationship between transformational leadership and engagement. Recovery experiences were expected to moderate the relationship between resources and engagement. A sample of 277 employees from a variety of organizations and industries was obtained. Analysis showed direct relationships between: transformational leadership and engagement, and transformational leadership and job resources. Mediation analysis using bootstrapping found a significant indirect path between transformational leadership and engagement via job resources. Recovery experiences did not significantly moderate the relationship between job resources and engagement. To date, the majority of published literature on recovery has focused on job demands; hence the nonsignificant result offers insight of a potentially more complex relationship for recovery with resources and engagement. Overall, the current study extends the JD-R model and provides evidence for broadening the model to include upstream organizational variables such as transformational leadership.     

变革型领导对教师职业倦怠的影响:社会情感能力和幸福感的链式中介作用

为了探讨变革型领导、教师社会情感能力、教师幸福感和教师职业倦怠之间的关系,研究采用变革型领导量表、社会情感能力量表、幸福感量表和职业倦怠量表对北京791名教师进行调查。结果显示：（1）变革型领导与教师职业倦怠显著负相关;（2）教师社会情感能力在变革型领导和教师职业倦怠之间起独立中介作用;（3）教师幸福感在变革型领导和教师职业倦怠之间起独立中介作用;（4）教师社会情感能力和教师幸福感在变革型领导和教师职业倦怠间起链式中介作用。变革型领导不仅是直接预测教师职业倦怠的重要外部环境因素,而且变革型领导还能通过教师社会情感能力和教师幸福感这两个内部因素的中介作用间接预测教师职业倦怠。     

Status Incongruence and Supervisor Gender as Moderators of the Transformational Leadership to Subordinate Affective Organizational Commitment Relationship

Grounded in role congruity theory, we examine how status incongruence (when the subordinate is older, has more education, work experience, and/or organizational tenure than the supervisor) in subordinate–supervisor dyads affects transformational leaders’ ability to foster affective organizational commitment among their subordinates. Across two field studies, our findings show that the relationship between transformational leadership and subordinate affective organizational commitment is less positive when status incongruence is high. Furthermore, in both field studies we found a 3‐way interaction among transformational leadership, status incongruence, and supervisor gender predicting subordinate affective organizational commitment. Specifically, in Study 1 (pink‐collar employees in Turkey), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for male leaders. In Study 2 (pink‐collar employees in the United States), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for female leaders. Furthermore, Study 2 also revealed that collective identity was a mediator of both the significant 2‐ and 3‐way interaction effects on subordinate affective organizational commitment.     

变革型领导对员工绩效和满意度的影响：心理资本的中介作用及程序公平的调节作用

通过对国内一家企业共785位员工及其直接主管的问卷调查, 考察了下属心理资本在变革型领导与下属工作绩效及满意度之间关系的中介作用以及程序公平对该关系的调节作用。研究结果显示：1)下属的心理资本与其工作绩效和满意度正向相关; 2)下属的心理资本部分中介了变革型领导对下属工作绩效及满意度的正向关系; 3) 下属的程序公平调节了变革型领导对下属心理资本的影响。具体而言, 下属的程序公平感越高, 变革型领导与下属心理资本的正向关系越强, 反之越弱; 4) 进一步地, 程序公平调节了下属心理资本对变革型领导－工作绩效和满意度的中介作用, 即：程序公平感越高, 变革型领导通过心理资本对下属的工作绩效和满意度所产生的作用就越强, 反之越弱。最后讨论了该研究的理论意义和应用价值。     

绿色变革型领导的影响效果及其理论解释机制

在环境问题日益严峻的当代背景下,社会各界愈发呼吁企业及其领导者履行环境责任。正因如此,绿色变革型领导在近几年逐渐成为一个前沿研究主题。绿色变革型领导是指领导者激励下属实现组织的绿色环保目标,鼓励下属取得超出预期水平的环保绩效。目前,研究发现,绿色变革型领导能够显著提升员工和企业的绿色行为、绿色创新。社会认知、情感事件、自我决定、社会认同和动态能力是解释上述关系的重要理论。最后,文章提出了一些展望供未来研究参考。