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Transformational leadership and outcomes: role of relationship duration

Transformational leadership and outcomes: role of relationship duration Purpose – To show that relationship duration enhances the effect of transformational leadership on follower's terminal value system congruence and identification (cognitive outcomes), but not on attachment and affective commitment (affective outcomes). Design/methodology/approach – Data for this study were collected from the principal and 144 teachers of a prominent high school in western India. The principal and the teachers answered the value survey. The teachers also answered questions on transformational leadership and outcomes. Findings – The positive effect of transformational leadership on the outcomes is enhanced by the duration of relationship between leader and follower in the case of congruence and identification, but not in the case of attachment and affective commitment. Research limitations/implications – The entire sample of teacher‐respondents had a common leader (the school principal); this study needs to be replicated across a larger set of leaders to confirm the findings. Practical implications – Transformational leaders, by spending more time with followers, would be able to change their cognitive framework including value systems and identities. On the other hand, time spent with a follower may not make any difference when it comes to enhancing affective outcomes. Originality/value – Burns distinguished between heroes (emotion‐based) and ideologues (values‐based). The leadership that stops only at the hero level and does not proceed to the ideological level is pseudo‐transformational. This study demonstrates the role of relationship duration in leaders becoming heroes or ideologues. Transformational leadership is not complete without the enduring change in values and identities. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Transformational leadership and outcomes: role of relationship duration

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References (56)

Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437730510617654
Publisher site
See Article on Publisher Site

Abstract

Purpose – To show that relationship duration enhances the effect of transformational leadership on follower's terminal value system congruence and identification (cognitive outcomes), but not on attachment and affective commitment (affective outcomes). Design/methodology/approach – Data for this study were collected from the principal and 144 teachers of a prominent high school in western India. The principal and the teachers answered the value survey. The teachers also answered questions on transformational leadership and outcomes. Findings – The positive effect of transformational leadership on the outcomes is enhanced by the duration of relationship between leader and follower in the case of congruence and identification, but not in the case of attachment and affective commitment. Research limitations/implications – The entire sample of teacher‐respondents had a common leader (the school principal); this study needs to be replicated across a larger set of leaders to confirm the findings. Practical implications – Transformational leaders, by spending more time with followers, would be able to change their cognitive framework including value systems and identities. On the other hand, time spent with a follower may not make any difference when it comes to enhancing affective outcomes. Originality/value – Burns distinguished between heroes (emotion‐based) and ideologues (values‐based). The leadership that stops only at the hero level and does not proceed to the ideological level is pseudo‐transformational. This study demonstrates the role of relationship duration in leaders becoming heroes or ideologues. Transformational leadership is not complete without the enduring change in values and identities.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Sep 1, 2005

Keywords: Transformational leadership; Cognition; Affective psychology; India

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