Transformational and Transactional Leadership and Followers’ Achievement Goals

Purpose

Achievement goals, or the standards of competence employees pursue in their work, have far-reaching consequences for employee and organizational functioning. In the current research, we investigated whether employees’ achievement goals can be predicted from their supervisor’s leadership style.

Design/Methodology/Approach

A multilevel study was conducted in which followers of 120 organizational leaders completed measures of their leader’s transformational leadership (focusing on individual needs and abilities, on intellectual development, and on a common team mission), transactional leadership (focusing on monitoring and achievement-related rewards), and their own mastery goals (aimed at learning, developing, and mastering job-relevant skills), and performance goals (aimed at doing better than others).

Findings

Group-level transformational leadership predicted followers’ mastery goals, whereas group-level transactional leadership predicted followers’ performance goals. Within-group differences in transformational leadership also predicted mastery goals.

Implications

These findings suggest that leadership style plays an important role in the achievement goals followers adopt. Organizations may promote transactional leadership in contexts requiring that employees outperform others. In contrast, in contexts requiring learning and development, organizations may promote transformational leadership.

Originality/Value

This research is the first to examine the relationships between leadership styles and specific follower goals, and the first to highlight the role of leadership as a social variable involved in employees’ adoption of achievement goals.     

Relationships among Coach Leadership,Peer Leadership,and Adolescent Athletes’ Psychosocial and Team Outcomes: A Test of Transformational Leadership Theory

Transformational leadership theory provided a framework to examine the relationships of coach and peer leadership with individual and team outcomes among team sport athletes. Adolescent female soccer players (N = 412) completed measures assessing coach and teammate transformational leadership behaviors, perceived competence, intrinsic motivation, enjoyment, team cohesion, and collective efficacy. Structural equation modeling revealed that coach leadership was more influential than peer leadership for predicting individual outcomes and collective efficacy, peer leadership was more strongly related to social cohesion than coach leadership, and both peer and coach leadership were equally important for task cohesion. Results are discussed relative to the viability of using transformational leadership theory to understand coach and athlete leadership in the sport domain.     

Leadership Style and Sales Performance: A Test of the Situational Leadership® Model

This paper presents an empirical examination of the Situational Leadership® Model (SLM), which is used extensively in management training programs by major corporations and government agencies. Data from 675 salespersons and 41 branch managers in the insurance industry did not support the hypothesis that leadership styles prescribed by the SLM were associated with superior sales performance. The four styles described by the SLM were also tested, with an exploratory regression, in terms of their relative effects on sales performance. Agents working for managers who preferred the high-task, low-relationship style performed better than did agents working for managers who preferred other styles. Some implications for future research and practice are discussed.     

The Relationship Between Employees’ Objective Internal and External Pay Standing and Their Job Performance: A Within-Person Analysis

Purpose

Researchers have paid little attention to the relationship between employees’ objective internal and external pay standing and their job performance. Moreover, few studies have considered that employees’ objective pay standing is dynamic; that is, it changes over time. In this study, we analyze the relationship between changes in employees’ objective internal and external pay standing and their job performance.

Design/Methodology/Approach

We test the hypotheses using data for players in the National Basketball Association over a period of 12 seasons (n = 4830).

Findings

Decreases in employees’ objective internal and external pay standing are negatively related to their task performance. Furthermore, decreases in employees’ objective internal pay standing, but not in their external pay standing, are negatively related to their contextual performance.

Implications

Analyzing the relationship between changes in employees’ objective internal and external pay standing and their job performance adds to our understanding of the individual-level consequences of pay dispersion.

Originality/Value

This is one of the first studies to analyze the relationship between employees’ objective internal and external pay standing and their job performance. Moreover, this is one of the first studies that considers that employees’ objective internal and external pay standing changes, for example, because the external and internal labor markets change. The study contributes to research on employee compensation and salary, and to research on pay disparities.

     

Cognitive Resources and Leadership Performance: What About the Task Requirements?

Fred E. Fiedler made an important contribution in summarising and discussing the tricky relationships between test-intelligence, time in service, and perceived experience on the one side, and rated leadership performance on the other. Two strings of results seem to be of importance for improving our knowledge on these relationships: (1) test-intelligence correlates with rated performance especially in the case of low perceived stress, and experience especially in the case of high stress; (2) test-intelligence correlates with rated performance if the other resource, perceived experience, is low. Both strings of results may fit with our expectations. Nevertheless, some aspects of the problem might trouble some readers, for reasons that Fiedler is not responsible for. There seem to be at least three clusters of unfulfilled wishes within this topic of research: selection and operationalisation of variables; design; and task requirements and intelligence.     

The Moderating Roles of Perceived Task Interdependence and Team Size in Transformational Leadership’s Relation to Team Identification: A Dimensional Analysis

This study is aimed at investigating perceived task interdependence and team size as contingencies for team leaders’ transformational leadership influence on team identification. Data were obtained from a two-phase survey among 234 employees from ten multinational pharmaceutical subsidiaries in South Korea. Each dimension of transformational leadership by team leaders relates positively to team identification. However, the impact of leadership dimensions on team identification is attenuated by distinct moderator(s): charisma by higher perceived task interdependence, individualized consideration by larger team size, and intellectual stimulation by higher perceived task interdependence or larger team size. This study’s findings help us develop a more nuanced understanding of how transformational leadership operates. This study illustrates that team leaders’ transformational influence on team identification fluctuates, depending on the team structure. Such knowledge may help inform team leader development and team-structuring strategies used by practitioners and may contribute to improving organizational team effectiveness. This is one of the first studies showing evidence that the influence of the dimensions of transformational leadership is contingent upon distinct moderators, thereby contributing to advancing the theory of transformational leadership. Further, this study, by investigating team structure as a contingency of the transformational leadership-team identification relationship, complements previous research that focused on follower characteristics. Additionally, our explicit attention to the team as both the context of leaders’ action and the target of employee identification helps us gain a more concrete understanding of team leadership and team development issues, which are particularly salient in the highly competitive pharmaceutical industry.     

Are Men Better Leaders? An Investigation of Head Coaches’ Gender and Individual Players’ Performance in Amateur and Professional Women’s Basketball

Male-dominated industries such as sport contain stereotypical and subjective notions of leadership ability (Burton et al. 2009; Fink 2008). These gender stereotypes often manifest themselves within varying levels of leadership, but specific to the sport industry, they are the most visible within the head coach role. Men hold the majority of head coach positions within the professional and amateur levels of sport, and these hiring practices can be based on gender-role stereotypes (Acosta and Carpenter 2014). In an attempt to challenge stereotypical gender based leadership preferences, leadership ability and performance should be objectively examined. Therefore, in the present investigation we aimed to examine the presence of gender stereotypes in the sport industry by determining whether the gender of a head coach for two women’s basketball leagues, the Women’s National Basketball Association (WNBA) and the National Intercollegiate Athletic Association (NCAA), impacted individual player performance. Data were collected for 1522 players for 19 WNBA seasons (1997–2015) and 4000 players for three seasons of NCAA Women’s Basketball (2013–2016). Results indicated that head coach gender does not appear to impact individual player performance in the WNBA or in the NCAA thereby providing objective evidence to challenge the traditional gender stereotypes found within the sports industry.     

Procedural Fairness and Creativity: Does Voice Maintain People's Creative Vein Over Time?

Although some research suggests a link between procedural fairness and creativity, so far no study has directly tested whether a real manipulation of procedural fairness affects creativity. Additionally, research on procedural fairness effects consists mostly of unique studies, but more realistic, life-like longitudinal experiments with repeated fairness manipulations are lacking. This study investigated the influence of procedural fairness (i.e., having voice) on similar creativity tasks over a period of 4 weeks. Participants in the fair procedure condition maintained their level of creativity during the course of the experiment, whereas participants who were treated unfairly showed a decline in creativity. This research confirms the supporting role of conditions of procedural fairness regarding creativity and the importance of longitudinal designs to fully explore procedural fairness effects.     

Intervening Processes Between Youths’ Exposure to Community Violence and Internalizing Symptoms Over Time: The Roles of Social Support and Coping

The roles of social support and coping as intervening processes between exposure to community violence and internalizing symptoms were examined longitudinally among a community sample of 667 middle school students in the inner city. After controlling for potential confounders (e.g., social desirability, victimization and witnessing of family violence, guardian's psychological symptomatology), internalizing symptoms at Year 2 were predicted by hypothesized changes over 1 year, such that increased community violence exposure, decreased guardian and peer support, and increased use of defensive and confrontational behavioral coping were related to more internalizing symptoms of anxiety, depression and PTSD, although some of these relations varied by gender. The relations between internalizing symptoms at Year 3 and increased changes in exposure to community violence over 2 years were moderated by social support and/or coping, such that decreased guardian support and increased use of defensive and confrontational coping were generally associated with more symptoms for boys exposed to community violence. Girls who witnessed increased community violence and who increased their use of defensive or confrontational coping experienced more internalizing symptoms. The findings underscore the importance of developmental and contextual considerations in the design and implementation of interventions.     

Ships in the Rising Sea? Changes Over Time in Psychologists’ Ethical Beliefs and Behaviors

Beliefs about the importance of ethical behavior to competent practice have prompted major shifts in psychology ethics over time. Yet few studies examine ethical beliefs and behavior after training, and most comprehensive research is now 30 years old. As such, it is unclear whether shifts in the field have resulted in general improvements in ethical practice: Are we psychologists “ships in the rising sea,” lifted by changes in ethical codes and training over time? Participants (N = 325) completed a survey of ethical beliefs and behaviors (Pope, Tabachnick, &; Keith-Spiegel, 1987). Analyses examined group differences, consistency of frequency and ethicality ratings, and comparisons with past data. More than half of behaviors were rated as less ethical and occurring less frequently than in 1987, with early career psychologists generally reporting less ethically questionable behavior. Recommendations for enhancing ethics education are discussed.     

‘You Gotta See Both at the Same Time’: Visually Analyzing Player Performances in Basketball Coaching

Developing novices’ proficiency in skilful activities is central to the reproduction of human societies. The interactional practices through which instruction is accomplished have provided a rich focus for ethnomethodological and conversation analytic studies examining classroom settings, and, more recently, non-classroom environments of instruction in practical and manual skills. This paper examines the work of instruction in basketball training and in particular the correction of player performances, which are a ubiquitous and central feature of instruction in basketball training sessions. A central part of this instructional action relies on the coach observing training activities to determine players’ competencies and to extract relevant correctables from the players’ embodied displays, which are in turn embedded within complex arrangements of rapidly moving bodies situated in material environments. In this paper we examine the visual-analytic work involved in both organizing and observing a basketball training activity, demonstrating the sequential layering of multiple membership categorization devices drawn upon in producing and recognizing actions in this setting. We argue that the coach deploys spatial orientations which function analogously to membership categorization devices, with players’ bodily positions relative to one another and the material structure of the surround generating category-like sets of rights, responsibilities, and sequential relevancies. As we demonstrate, these orientations provide crucial resources for the identification of players’ errors and thereby for the organization of instruction in interaction in this setting.     

Time in philosophy and in physics: From Kant and Einstein to Gödel

The essay centers on Gödel's views on the place of our intuitive concept of time in philosophy and in physics. It presents my interpretation of his work on the theory of relativity, his observations on the relationship between Einstein's theory and Kantian philosophy, as well as some of the scattered remarks in his conversations with me in the seventies — namely, those on the philosophies of Leibniz, Hegel and Husserl — as a successor of Kant — in relation to their conceptions of time.For the physical world, the four dimensions are natural. But for the mind, there is no such natural coordinate system; time is the only natural frame of reference.Gödel, conversation on 15.3.72     

Illuminating and Applying “The Dark Side”: Insights From Elite Team Leaders

In contrast to socially desirable behaviors, recent work has implied that effective elite team leadership also relies on socially undesirable behaviors. Accordingly, this study aimed to further explore the authenticity of dark side leadership behaviors, what they look like, and how they may be best used. Via interviews with 15 leaders, behaviors associated with Machiavellianism/mischievousness, skepticism, social dominance, and performance-focused ruthlessness were found. Moreover, these behaviors were enabled by leaders’ sociopolitical awareness and engineering as well as their adaptive expertise. Findings promote practitioner sensitivity to dark side leadership and, for leader effectiveness, sociopolitical and temporal features of its application.     

Emerging ICT for Citizens’ Veillance: Theoretical and Practical Insights

In ubiquitous surveillance societies, individuals are subjected to observation and control by authorities, institutions, and corporations. Sometimes, citizens contribute their own knowledge and other resources to their own surveillance. In addition, some of “the watched” observe “the watchers” “through” sous‐veillant activities, and various forms of self-surveillance for different purposes. However, information and communication technologies are also increasingly used for social initiatives with a bottom up structure where citizens themselves define the goals, shape the outcomes and profit from the benefits of watching activities. This model, which we define as citizens’ veillance and explore in this special issue, may present opportunities for individuals and collectives to be more prepared to meet the challenges they face in various domains including environment, health, planning and emergency response.     

Knowledge of Objective ‘Oughts’: Monotonicity and the New Miners Puzzle

In the classic Miners case, an agent subjectively ought to do what they know is objectively wrong. This case shows that the subjective and objective ‘oughts’ are somewhat independent. But there remains a powerful intuition that the guidance of objective ‘oughts’ is more authoritative—so long as we know what they tell us. We argue that this intuition must be given up in light of a monotonicity principle, which undercuts the rationale for saying that objective ‘oughts’ are an authoritative guide for agents and advisors.     

Gandhi’s Synthesis of Liberal and Communitarian Values: Its Basis and Insights

Journal of Indian Council of Philosophical Research - It is well known that notions of individual sovereignty, universal rights, and the duty to follow one’s own conscience are central to the...     

Experience and Performance: Contrasting ‘Identity’ in Feminist Theorizings

Connecting identity, broadly defined to recent advances in educational research, this paper takes up two different feminist treatments based in pragmatism and poststructuralism. The first is from Charlene Haddock Seigfried on experience, and the second is from Peggy Phelan on performance. The first is in keeping with a dominant tradition to secure identity through visibility and the second suggests critique through a turn to invisibility. The first arises out of Dewey's naturalism and the second through Lacan, performance art, and anti-representation. At bottom is suggestion that an entire narrative tradition in educational research is potentially self-defeating.     

Supervisors’ Ethical Leadership and Employee Job Satisfaction: A Social Cognitive Perspective

Although several studies explored the relationship between supervisors’ ethical leadership and employee job satisfaction, little information is available on this relationship in the Chinese context. We propose that moral cognition is an essential process in the relationship between supervisor’s ethical leadership and employee subjective well-being. The present study, through the lens of the social cognitive theory, examined the relationship between supervisors’ ethical leadership and employee job satisfaction, as well as the employee moral-cognitive processes between them. Based on 371 employees in a Chinese enterprise, the present study employed structural equation modeling to examine the hypothesized research model. The results confirmed that supervisors’ ethical leadership was positively related to employee moral awareness, moral identity and job satisfaction, respectively. Moreover, employee moral awareness and moral identity partially mediated the relationship between supervisors’ ethical leadership and employee job satisfaction. The theoretical and managerial implications were further discussed.