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An exploration of perspective taking as an antecedent of transformational leadership behavior

An exploration of perspective taking as an antecedent of transformational leadership behavior Purpose – The purpose of this research is to explore dyad‐specific perspective taking as a potential antecedent of transformational leadership behavior. Design/methodology/approach – The study's hypothesis was explored through a sample of 106 supervisor/subordinate dyads working in a hospital. Supervisors self‐reported their dyad‐specific perspective taking, while subordinates evaluated the transformational leadership behaviors of their supervisors. Findings – Results indicate that dyad‐specific perspective taking is related to transformational leadership behavior and not related to transactional leadership behavior. Practical implications – Results suggest that managers wishing to improve their skills as leaders may want to increase the frequency with which they attempt to look at issues from the perspective of their subordinates. Originality/value – This research contributes to the literature by suggesting that dyad‐specific perspective taking is related to transformational leadership behavior. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

An exploration of perspective taking as an antecedent of transformational leadership behavior

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References (42)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437731111183748
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this research is to explore dyad‐specific perspective taking as a potential antecedent of transformational leadership behavior. Design/methodology/approach – The study's hypothesis was explored through a sample of 106 supervisor/subordinate dyads working in a hospital. Supervisors self‐reported their dyad‐specific perspective taking, while subordinates evaluated the transformational leadership behaviors of their supervisors. Findings – Results indicate that dyad‐specific perspective taking is related to transformational leadership behavior and not related to transactional leadership behavior. Practical implications – Results suggest that managers wishing to improve their skills as leaders may want to increase the frequency with which they attempt to look at issues from the perspective of their subordinates. Originality/value – This research contributes to the literature by suggesting that dyad‐specific perspective taking is related to transformational leadership behavior.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Nov 1, 2011

Keywords: Leaders; Leadership; Transformational leadership; Behaviour; Managers; Employees

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