Transformational Leadership and Pastoral Leader Effectiveness

In this study multiple variables as they relate to pastoral leader effectiveness were examined. The Multifactor Leadership Questionnaire (MLQ), NEO-Five Factor Inventory (FFI), and Spiritual Transcendence Scale (STS) were used to measure the leadership styles, personality, and spirituality of 93 pastors and assess which variable predicted pastoral leadership effectiveness. The results indicated that transformational leadership style showed significant correlations with pastoral leader effectiveness; only one dimension of the MLQ’s transformational leadership scale (individual consideration) was a significant predictor of pastoral leader effectiveness. Other limited findings suggest that personality and spirituality also contributed to pastoral leadership effectiveness.     

Transformational Leadership and Follower Task Performance: The Role of Susceptibility to Positive Emotions and Follower Positive Emotions

Purpose

The aim of the present study is to examine transformational leadership (TFL) from an emotion-based perspective. We apply susceptibility to positive emotions (STPE) as the moderator and follower positive emotions (PE) as the mediator in the relationship between follower perceptions of TFL and follower task performance (TP).

Design/Methodology/Approach

Survey data were collected from multiple sources, comprising 304 supervisor-subordinate dyads in 42 functional units of the Taiwanese military. Hierarchical linear analysis (HLM) was performed to examine our proposed model.

Findings

The HLM results confirmed that follower perceptions of TFL were positively related to follower PE. Further, individual differences in STPE moderated the relationship between follower perceptions of TFL and follower PE. Finally, follower PE mediated the moderated relationship among TFL, STPE, and follower TP.

Implications

This study advances understanding of when, how, and why TFL can enhance follower TP. The findings also address the complex role of STPE and follower PE in the relationship between follower perceptions of TFL and follower TP.

Originality/Value

Emotions have attracted increasing attention in the leadership literature recently, particularly with regard to the transformational leader–follower relationship. This study enhances understanding of how TFL functions by accounting for followers’ STPE. In addition, we respond to Avolio et al.’s (Ann Rev Psychol 60:421–449, 2009) call to test the mediated-moderation effect that links TFL to follower outcomes.     

Understanding the Dynamics of Leadership: The Role of Follower Self-Concepts in the Leader/Follower Relationship

In this paper we integrate recent theory and research on the self-concept with leadership theory. We conceptualize the self as being defined at three levels: the individual, interpersonal, and group levels. The effects of the self on information processing and behavior are mediated by the working self-concept, which is composed of self-views, possible selves, and goals (standards). Leaders are seen as producing short-run changes by influencing the working self-concept and more enduring changes through the development of chronic schema. Subordinates are also seen as influencing leaders' self-schema, both individually and collectively. Both practical and theoretical implications of this perspective are discussed.     

Affective Match in Leadership: Leader Emotional Displays,Follower Positive Affect,and Follower Performance1

Leader emotions may play an important role in leadership effectiveness. Extending earlier research on leader emotional displays and leadership effectiveness, we propose that the affective match between follower positive affect (PA) and leaders’ emotional displays moderates the effectiveness of leader emotional displays. Leader display of emotions has more positive effects on follower behavior if the match between the valence of leader emotion and follower PA is strong rather than weak. Support for this hypothesis was found in 2 experiments. Congruency between leader emotional displays and follower PA determined follower task performance and extra‐role compliance. Results from the second experiment indicated that this effect is a due to affective aspects of leader behavior and not to the valence of message content.     

The Effect of Transformational and Transactional Leadership Perceptions on Feedback-Seeking Intentions

This paper explores the relationship between leadership style as operationalized by trans-formational/transactional leadership (Bass, 1985) and feedback-seeking behavior. Participants ( n = 132) were presented with a vignette describing either a transformational or a transactional leader. Leadership style (transformational leader) was significantly related to higher feedback-seeking intentions. Further, controlling for manipulated leadership style, participants' perceptions of leader consideration behaviors resulted in higher feedback-seeking intentions. These findings suggest that not only does exposure to a certain leader affect feedback-seeking behavior, but also perceptions of certain characteristics of a leader's behavior are important. These findings explain one potential mechanism through which transformational leaders might affect the development of their subordinates and raises interesting implications for leadership coaching.     

The Interaction Effects of Leader and Follower Conscientiousness on Person-Supervisor Fit Perceptions and Follower Outcomes: A Cross-Level Moderated Indirect Effects Model

ABSTRACT

The primary purpose of this study is to examine how the cross-level interaction between leader and follower conscientiousness influences person-supervisor (PS) fit perceptions, which in turn impact follower work attitudes and organizational citizenship behavior (OCB). Based on a sample of 1,204 participants in 167 work teams, the results of our cross-level moderated indirect effects model show that highly conscientiousness followers whose leaders also have high levels of conscientiousness experience enhanced perceptions of PS fit which result in higher levels of job satisfaction and OCB and lower levels of intention to quit. The study suggests that high leader conscientiousness serves as a supportive situational cue that motivates followers to more fully express their conscientiousness and act in ways consistent with their conscientiousness.     

Paradoxical Leader Behaviors: Leader Personality and Follower Outcomes

We examined leaders’ Big Five personality traits as the antecedents and followers’ in-role and innovative performance behaviors as outcomes of paradoxical leader behavior (PLB) in people management. We also examined the moderating effect of followers’ psychological capital on PLB and its relationship with followers’ outcomes. We drew on the trait theory of leadership, social learning theory, and the conservation of resources theory to derive our hypotheses. We tested our predictions with a sample of 131 managers and 609 followers. By and large, we found support for our predictions. More specifically, leaders’ traits of extraversion and openness to experience were positively related to followers’ PLB ratings. Conversely, agreeableness, conscientiousness, and neuroticism among leaders were negatively related to followers’ PLB ratings. PLB in turn was positively related to followers’ in-role and innovative performance behaviors. Followers’ psychological capital was found to moderate the relationship between PLB and followers’ in-role performance such that the relationship was stronger when followers’ psychological capital was high than when it was low. The implications of these findings were discussed.     

管理者核心自我评价对下属组织公民行为的影响：道德式领导和集体主义导向的作用

采用配对问卷调查法, 以150位管理者和464位下属为研究对象, 考察了管理者核心自我评价对下属组织指向和人际指向公民行为的影响以及道德式领导和下属集体主义导向在其中的作用。跨层次分析结果表明：管理者核心自我评价对下属公民行为有显著正向影响; 道德式领导在管理者核心自我评价与下属公民行为关系中有中介作用; 下属集体主义导向在道德式领导与公民行为关系中具有调节作用, 表现为道德式领导对公民行为的正向影响对高集体主义导向的员工来说更明显。文章揭示了管理者核心自我评价对下属公民行为的影响效果、内在机制和作用条件, 也在一定程度上支持了领导有效性研究的特质-行为整合视角模型。     

Gender Differences in Transformational Leadership: An Examination of Superior,Leader, and Subordinate Perspectives

This study examined gender differences intransformational leadership from multiple perspectives.The sample was employees of a large international bank inAustralia. Ratings were obtained from branch managers' (n = 120 female and n = 184 male), theirsuperiors (n = 32) and subordinates (n = 588). Thefindings showed that superiors evaluated female managersas more transformational than male managers. Consistent with the superior observations, at the globallevel, female managers rated themselves as moretransformational than males, however, at the morespecific, behavioral level of analysis, significantgender differences were noted only for those subscaleswhich are more interpersonally-oriented. Subordinatesevaluated their female and male leadersequally.     

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。     

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.     

Leader Positivity and Follower Creativity: An Experimental Analysis

Using an experimental research design, 191 working adults were randomly assigned to two experimental conditions in order to test a theoretical model linking leader and follower positive psychological capital (PsyCap). Multiple methods were used to gather information from the participants. We found when leader PsyCap was manipulated experimentally, it was positively related to follower PsyCap. Subsequently, follower PsyCap was significantly related to employee's originality of ideas; one important component of creativity in the workplace. We discuss the theoretical contributions of linking leader and follower PsyCap in what emerges as a directional contagion effect, and the mediating role of follower PsyCap in enhancing follower creative task performance. Further, employee selection and development as well as leadership development practical implications are discussed. We conclude with a discussion of limitations and future research directions.     

Transformational Leadership and Employee Well‐Being: The Mediating Role of Trust in the Leader and Self‐Efficacy

Although transformational leadership (TL) is considered a kind of positive leadership, which can elevate followers in the long term, the mechanism of how TL influences employee well‐being remains a relatively untouched area. Based on survey data collected from 745 employees from the People's Republic of China (Beijing, n= 297; Hong Kong, n= 448), results revealed that employees' trust in the leader and self‐efficacy partially mediated the influence of TL on job satisfaction, and fully mediated the influence of TL on perceived work stress and stress symptoms. Implications of these findings for research and practice are discussed. Bien que le leadership transformationnnel (TL) soit considéré comme une sorte de leadership positif qui peut faire progresser les suiveurs sur le long terme, le mécanisme par lequel TL contribue à leur bien être reste relativement inexploré. Les résultats basés sur des données collectées auprès d’un échantillon de 745 employés de la République Populaire de Chine (Beijin, n = 297; Hong Kong, n = 448), montrent que la confiance des suiveurs dans le leader et l’auto‐efficacité sont en partie dus à l’influence du TL sur la satisfaction au travail et sont entièrement dus à l’influence du TL sur le stress perçu au travail et les symptômes de stress. Les implications de ces résultats pour la recherche et la pratique sont discutées.     

变革型领导力和交易型领导力：团队绩效的预测指标

在高不确定,高度竞争,高度挑战的任务情景下,领导力在团队中将扮演怎样的角色？变革型领导力与交易型领导力又是如何预测团队任务绩效的？为了回答这些问题,该研究对130名学生被试,31个团队,用ERP沙盘模拟游戏来进行模拟实验。通过高度模拟现实中企业经营的情景,从而提高实验结果的外部效度。实验结果表明,变革型领导力与交易型领导力都能够积极地预测团队任务绩效,消极领导力与任务绩效呈负相关,虽然并没有达到统计学显著水平,但研究结果的方向都支持了实验假设。     

Transformational Leadership and Job Involvement: The Moderation of Emotional Contagion

This study examined the moderating effects of emotional contagion, including leaders' emotional contagion and subordinates' emotional susceptibility, on the relationship between transformational leadership and subordinates' job involvement. By investigating 210 soldiers from eight companies of the Taiwan Army, a three-way interaction effect was found. For leaders with high emotional contagion, the positive relationship between transformational leadership and subordinates' job involvement was stronger for subordinates' with high (versus low) susceptibility. For leaders with low emotional contagion, no such interaction was found. We discuss the implications of these findings for future research in this area.     

Reciprocal Longitudinal Relations Between Leader and Follower Effectiveness

This study examined the longitudinal reciprocal effects between leader effectiveness and follower effectiveness (leaders lower in the hierarchy and groups of soldiers). The effectiveness of 60 groups of soldiers and their commanders up to platoon level was measured at 3 points in time. The results show that platoon commanders have an effect on the performance of their groups but not on the groups' cohesion or attitudes. In turn, commander effectiveness is influenced by the attitudes of the groups of soldiers and of the deputy group commanders. The results suggest that groups perform better when they are more open to leadership.     

变革型领导的结构与测量

采用开放式问卷对249名管理者与员工进行了调查,内容分析表明,我国的变革型领导包括8类行为或特征。通过专家讨论,本研究编制了适合我国国情的变革型领导问卷。431份有效问卷的探索性因素分析表明,变革型领导是一个四因素的结构,具体包括：德行垂范、领导魅力、愿景激励与个性化关怀。为了进一步验证变革型领导的构想效度,并考察问卷的信度与效度,在6家企业进行了调查,获得了440份有效问卷。验证性因素分析证实了变革型领导问卷的构想效度,内部一致性分析与层次回归分析的结果也表明,基于我国文化背景新编的变革型领导问卷具有较好的信度与同时效度。