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Superiors’ Evaluations and Subordinates’ Perceptions of Transformational and Transactional Leadership

Superiors’ Evaluations and Subordinates’ Perceptions of Transformational and Transactional... Transformational leaders are postulated to be responsible for performance beyond ordinary expectations as they transmit a sense of mission, stimulate learning experiences, and arouse new ways of thinking. Transactional leaders achieve performance as merely required by the use of contingent rewards or negative feedback. Previous research has shown that subordinates’ perceptions of transformational leadership add to the prediction of subordinates’ satisfaction and effectiveness ratings beyond that of perceptions of transactional leadership. The present study replicates the previous augmentation effects using subordinates’ effectiveness ratings but was unable to confirm the augmentation hypothesis with independently attained superiors’ evaluations as the criteria because of smaller sample size, although trends in the correlations were in the hypothesized direction. Transformational leadership obtained from their subordinates’ ratings significantly differentiated top performing managers (identified as such through other sources) from ordinary managers as hypothesized. Results are discussed as they relate to a domestic work force that is becoming better educated and is more concerned about interesting work and self-development. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Applied Psychology American Psychological Association

Superiors’ Evaluations and Subordinates’ Perceptions of Transformational and Transactional Leadership

Hater, John J.; Bass, Bernard M.
Journal of Applied Psychology , Volume 73 (4): 8 – Nov 1, 1988
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References (21)

Publisher
American Psychological Association
Copyright
Copyright © 1988 American Psychological Association
ISSN
0021-9010
eISSN
1939-1854
DOI
10.1037/0021-9010.73.4.695
Publisher site
See Article on Publisher Site

Abstract

Transformational leaders are postulated to be responsible for performance beyond ordinary expectations as they transmit a sense of mission, stimulate learning experiences, and arouse new ways of thinking. Transactional leaders achieve performance as merely required by the use of contingent rewards or negative feedback. Previous research has shown that subordinates’ perceptions of transformational leadership add to the prediction of subordinates’ satisfaction and effectiveness ratings beyond that of perceptions of transactional leadership. The present study replicates the previous augmentation effects using subordinates’ effectiveness ratings but was unable to confirm the augmentation hypothesis with independently attained superiors’ evaluations as the criteria because of smaller sample size, although trends in the correlations were in the hypothesized direction. Transformational leadership obtained from their subordinates’ ratings significantly differentiated top performing managers (identified as such through other sources) from ordinary managers as hypothesized. Results are discussed as they relate to a domestic work force that is becoming better educated and is more concerned about interesting work and self-development.

Journal

Journal of Applied Psychology – American Psychological Association

Published: Nov 1, 1988

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