Barking up the wrong tree. On the fallacies of the transformational leadership theory

2015 ◽  
Vol 36 (6) ◽  
pp. 765-777 ◽  
Author(s):  
Jon Aarum Andersen
Keyword(s):  
Transformational Leadership ◽  
Contingency Theory ◽  
Political Leadership ◽  
Empirical Support ◽  
Leadership Theory ◽  
Transformational Leaders ◽  
Managerial Leadership ◽  
Content Type ◽  
Empirically Supported ◽  
Formal Organizations

Purpose – The purpose of this paper is to illustrate that the magnitude of interest in and of enthusiasm for transformational leadership is out of proportion with its weaknesses. Findings – The theory has some grave problems: there are conceptual limitations; managerial leadership is conflated with political leadership; the theory is presented as a universal as well as a contingency theory; the claim that transformational leaders are more effective is not empirically supported; and the use of the term “followers” rather than “subordinates” creates confusion in the study of formal organizations. Finally, and perhaps most fundamentally, does transformational leadership theory qualify as a managerial leadership theory? Research limitations/implications – Transformational leadership is a political leadership theory and thus less relevant for managerial leadership. Originality/value – This paper addresses the theoretical limitations of the transformational leadership theory as well as the lack of empirical support regarding the effectiveness of transformational leaders.

The influence of transformational leadership on followers’ affective commitment

2015 ◽  
Vol 20 (6) ◽  
pp. 583-603 ◽  
Author(s):  
Florence Stinglhamber ◽  
Géraldine Marique ◽  
Gaëtane Caesens ◽  
Dorothée Hanin ◽  
Fabrice De Zanet
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Organizational Identification ◽  
Affective Commitment ◽  
Spillover Effect ◽  
Transformational Leaders ◽  
Affective Organizational Commitment ◽  
Content Type ◽  
Person Organization Fit

Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers. Originality/value – By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes.

Probing the impact of transformational leadership on job embeddedness: the moderating role of job characteristics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Usman Khalid ◽  
Rabia Mushtaq ◽  
Abdul Zahid Khan ◽  
Faisal Mahmood
Keyword(s):  
Transformational Leadership ◽  
Job Characteristics ◽  
Job Embeddedness ◽  
Transformational Leaders ◽  
Content Type ◽  
Work Settings ◽  
Leadership Research ◽  
Relationship Of ◽  
The Impact

Purpose This paper aims to evaluate how transformational leadership can increase job embeddedness in their employees that persuade them to stay in their organization and how this relationship is contingent upon the job characteristics. Design/methodology/approach Sample of 328 useable responses was available for analysis. Questionnaires were distributed to the employees who are working in different Pakistani organizations. Regression analysis was used to test for hypotheses. Findings The findings support that there is a significant impact of transformational leadership for shaping job embeddedness, and the results endorsed the role of job characteristics as a moderator in describing the relationship of transformational leadership and job embeddedness. Transformational leaders would motivate employees to work together in productive manners in challenging work settings. Originality/value This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between transformational leadership in creating organizational job embeddedness. Second, it highlights how job characteristics of highly challenging work settings may shape employees’ job embeddedness. Third, this paper offers a novel perspective in leadership research by incorporating high challenging work setting (i.e. job characteristics) as moderator. Managers may get new insight by opting for transformational leaders' attributes and concentrating on high challenging work settings for creating embeddedness in employees to prolong their stay with the job and firm.

Relationship between transformational leadership behaviors and manufacturing strategy

2014 ◽  
Vol 22 (2) ◽  
pp. 205-223 ◽  
Author(s):  
M. Birasnav
Keyword(s):  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Transformational Leaders ◽  
Manufacturing Strategy ◽  
Manufacturing Environment ◽  
Content Type ◽  
Cost Strategy ◽  
Research Studies

Purpose – It is widely agreed that top management's leadership behavior is a source for achieving and sustaining competitive advantage. Very few research studies analyzed the prevalence of transformational leadership style in the manufacturing environment, and importantly, the associations between transformational behaviors and manufacturing strategies in connection with flexibility, quality, delivery, and cost are not yet deeply explored in the literature. In this direction, efforts are initiated to explain the relationships between transformational leadership behaviors and manufacturing strategies in this study. The paper aims to discuss these issues. Design/methodology/approach – A systematic literature review was conducted by analyzing all traditional and contemporary research studies in the fields of leadership and operations management in order to examine the link between transformational leadership and manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Findings – It was found from the review that top-level leaders exhibit transformational leadership behaviors while implementing manufacturing strategies in their firms. In particular, transformational leaders are capable to transform the production system into flexible system, and in addition, they develop new production processes for manufacturing both new and old products. Such leaders ensure quality in all the levels of production process and support to speed up order delivery process with the help of technology. Finally, they also concentrate on reducing cost growth. Research limitations/implications – This study is bounded by its focus on Bass and Avolio's transformational leadership behaviors and Ward and Duray's manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Originality/value – This study shows that transformational leaders, in the manufacturing environment, use manufacturing strategy as a tool to improve operational performance. Thus, they have potential to achieve and sustain competitive advantage through formulation of manufacturing strategy.

Study of Chinese bank managers shows transformational leadership, organizational structure and job characteristics are all positively related to psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Structure ◽  
Design Methodology ◽  
Psychological Empowerment ◽  
Job Characteristics ◽  
Cluster Sampling ◽  
Transformational Leaders ◽  
Recruitment Process ◽  
Content Type ◽  
Bank Managers

Purpose The authors said that, although psychological empowerment is a well-researched topic, their study was especially valuable because it took place in a Chinese context. Design/methodology/approach The authors distributed 400 questionnaires to bank managers in Beijing, who were randomly selected through cluster sampling. In the end, 151 usable questionnaires were returned. The questionnaire used various scales to measure psychological empowerment, transformational leadership, organizational structure and job characteristics. Findings Analysis of the results showed confirmation of all three hypotheses, revealing that transformational leadership, organizational structure and job characteristics are all positively related to transformational leadership. Originality/value The authors said their study boosted the significance of transformational leaders in organizations. They also suggested that organizations should pay attention to leadership styles during the recruitment process. Meanwhile, leaders who were not displaying transformational leadership should be provided with appropriate training. Employees should also be made aware of its importance. Individual trainers and HR personnel should take note of the characteristics required of transformational leaders.

Behavioral mechanism and boundary conditions of transformational process

2015 ◽  
Vol 30 (8) ◽  
pp. 970-985 ◽  
Author(s):  
Su-Ying Pan ◽  
Katrina Jia Lin
Keyword(s):  
Transformational Leadership ◽  
Task Performance ◽  
Self Efficacy ◽  
Interactive Effect ◽  
Mediation Process ◽  
Transformational Leaders ◽  
Feedback Seeking ◽  
Content Type ◽  
Behavioral Mechanism ◽  
Seeking Behavior

Purpose – The purpose of this paper is to examine a behavioral mechanism linking transformational leadership (TFL) and subordinates’ task performance and its boundary conditions. The authors examined the mediation role of subordinates’ feedback-seeking behavior and the interactive effect of self-efficacy and dyadic tenure on the transformational leadership-task performance link. Design/methodology/approach – Paper and pencil surveys were administered to 239 supervisor-subordinate dyads from different industries in Taiwan. Confirmatory factor analysis was conducted to test the discriminant validity of the main variables. Hierarchical linear regression and bootstrapping were used to examine the moderated mediation effect. Findings – First, subordinates’ feedback-seeking behavior mediates the relationship between TFL and subordinates’ task performance. Second, self-efficacy mitigates this mediation process when dyadic tenure is low, whereas self-efficacy enhances this mediation process when dyadic tenure is high. Research limitations/implications – The use of a cross-sectional design prevents us from drawing causal conclusions. Practical implications – This study suggests that for high-self-efficacy subordinates, organizations should try to shorten the period required to familiarize oneself with transformational leaders. In contrast, for low-self-efficacy subordinates, organizations should try to enhance their self-efficacy over time to ensure that they are capable of implementing transformational leaders’ expectations in the long run. Originality/value – This empirical study examines a behavioral mechanism in the TFL-task performance link. In addition, by addressing the interactive effect of TFL, self-efficacy and dyadic tenure, it resolves theoretical conflicts and enables us to better understand the effectiveness of TFL in different contexts. A Chinese sample is also unique and valuable.

Shared and transformational leadership in the police

2015 ◽  
Vol 38 (1) ◽  
pp. 40-55 ◽  
Author(s):  
Doris Masal
Keyword(s):  
Transformational Leadership ◽  
Shared Leadership ◽  
Structural Equation ◽  
Large Scale ◽  
Online Survey ◽  
Positive Influence ◽  
Equation Modeling ◽  
Transformational Leaders ◽  
Content Type ◽  
Organizational Goals

Purpose – Although an increasingly complex work environment requires shared forms of leadership in the police, there is little empirical evidence on how to facilitate shared leadership in the police. The purpose of this paper is to explore the role of transformational leaders in supporting shared leadership. Design/methodology/approach – The study is based on an online survey in a German state police (3,000 invited participants, a 39 percent response rate). The empirical analysis relies on a structural equation modeling (SEM) approach. Findings – The study findings reveal that transformational leaders exert a direct, positive influence on shared leadership and have an indirect, positive influence through their capacity to clarify organizational goals and create job satisfaction for followers. Originality/value – This large-scale study is the first to examine antecedents of shared leadership in the police. The results expand on the literature on transformational leadership by highlighting transformational leaders’ role as “SuperLeaders” in supporting shared leadership.

How transformational leadership facilitates e-business adoption

2017 ◽  
Vol 117 (2) ◽  
pp. 382-397 ◽  
Author(s):  
Lirios Alos-Simo ◽  
Antonio J. Verdu-Jover ◽  
Jose-Maria Gomez-Gras
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Organizational Factors ◽  
Manufacturing Firms ◽  
Digital Transformation ◽  
Transformational Leaders ◽  
Content Type ◽  
Significant Evidence ◽  
External Pressures

Purpose The purpose of this paper is to examine theoretically and empirically what type of leadership facilitates e-business adoption in large manufacturing firms. The digital transformation of firms requires leadership that can promote the adaptive quality of organizational culture. Design/methodology/approach The authors conducted an empirical study using two key informants from a sample of 181 incumbent firms. Findings The authors find significant evidence that adaptive culture is the vehicle by which transformational leaders positively influence e-business adoption. Originality/value Given the digital economy’s external pressures, many e-business adoption processes fail due to organizational factors originating in leadership and its capability to change followers’ values, norms, and motivations. To solve this problem, the authors propose a model that explains how transformational leadership first plays a key role in changing characteristics of culture and then facilitates e-business adoption.

Evaluating potential transformational leaders: weighing charisma vs. credibility

2018 ◽  
Vol 46 (6) ◽  
pp. 28-34
Author(s):  
Deana Raffo ◽  
Ralph Williams
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Authentic Leadership ◽  
Ethical Framework ◽  
Transformational Leaders ◽  
Content Type ◽  
Business Politics ◽  
Conceptual Paper ◽  
Practical Implications ◽  
Practical Recommendations

Purpose The purpose of this paper is to explore credibility, as an alternative to charisma, as an important attribute of transformational and authentic leadership. 10; Design/methodology/approach This is a conceptual paper. From leadership literature, we discuss transformational leadership, authentic leadership, charisma, and credibility. The literature on leadership and credibility is limited, yet we provide relevant examples. Findings The authors conclude that credibility, rather than charisma, provides a more accessible and ethical framework to capture the essence of transformational and authentic leadership. Yet, charisma may enhance leadership. Practical recommendations are provided related to charisma and credibility. Practical implications Practical recommendations are given to help leaders think about charisma differently and consider credibility as a core attribute to embrace in leading others. 10; 10; Originality/value The literature on credibility and leadership is limited, but this topic is frequently discussed in business, politics, religion, media, etc.

scholarly journals Exploring the mediating effects between transformational leadership and organizational performance

2018 ◽  
Vol 40 (2) ◽  
pp. 412-432 ◽  
Author(s):  
Lorena Para-González ◽  
Daniel Jiménez-Jiménez ◽  
Angel Rafael Martínez-Lorente
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Transformational Leaders ◽  
Mediating Effects ◽  
Content Type ◽  
Industrial Companies ◽  
Mediating Mechanisms ◽  
And Performance ◽  
The Relationship

Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

Goal integration through transformational leadership

2016 ◽  
Vol 7 (1) ◽  
pp. 4-25 ◽  
Author(s):  
Kwasi Dartey-Baah
Keyword(s):  
Transformational Leadership ◽  
Public Sector ◽  
Conceptual Analysis ◽  
Employee Motivation ◽  
Transformational Leaders ◽  
Content Type ◽  
The Public ◽  
Knowledge And Practice ◽  
Goal Integration ◽  
Training Programmes

Purpose The purpose of this study was to present a conceptual analysis of how the issue of corruption in Ghana’s public sector can be curbed through an integration of individual (public sector worker) and organisational goals (the public sector itself). It further sought to explain this possibility by focusing on a goal integration process through transformational leadership. Design/methodology/approach To meet this end, the study conducted a review of literature on goal, goal-setting, corruption, employee motivation and transformational leadership to develop a conceptual framework to explain this link between goal integration through transformational leadership and corruption reduction. Findings Findings from this study showed that dissatisfaction with work (especially pay) amongst Ghana’s public sector workers is a major factor necessitating the emergence of corruption in the country. It is also shown in the study that through the transformational leadership approach, individual worker concerns such as concerns with pay (a facet of job satisfaction) when treated as an institutional concern and appropriately dealt with could curb corruption in the public sector. Research limitations/implications Based on these findings, the study recommends that leaders in Ghana’s public sector (both political and administrative) must exhibit qualities of transformational leaders to foster individual and organisational growth as a means to curb corruption in the sector. The study also recommends that training programmes be organised for leaders to equip them with the needed knowledge and practice of transformational leadership. Furthermore, the study recommends that further studies could be done by other researchers on the training programmes that could be useful in equipping these leaders, as well as how and when to organise these programmes. Originality/value The study is novel in that it demonstrates the relevance of integrating individual and organisational goals through the application of the transformational leadership concept as a tool for reducing corruption in Ghana’s public sector.

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