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Two Decades of Research and Development in Transformational Leadership

Two Decades of Research and Development in Transformational Leadership The interests of the organization and its members need to be aligned. Such is a task for the transformational leader. In contrast to the transactional leader who practises contingent reinforcement of followers, the transformational leader inspires, intellectually stimulates, and is individually considerate of them. Transformational leadership may be directive or participative. Requiring higher moral development, transformational leadership is recognized universally as a concept. Furthermore, contrary to earlier expectations, women leaders tend to be more transformational than their male counterparts. Although a six-factor model of transformational/ transactional leadership best fits a diversity of samples according to confirmatory factor analyses, whether fewer factors are necessary remains an open question. Another important research question that has only been partially answered is why transformational leadership is more effective than transactional leadership in a wide variety of business, military, industrial, hospital, and educational circumstances. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Work and Organizational Psychology Taylor & Francis

Two Decades of Research and Development in Transformational Leadership

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References (64)

Publisher
Taylor & Francis
Copyright
Copyright Taylor & Francis Group, LLC
ISSN
1464-0643
eISSN
1359-432X
DOI
10.1080/135943299398410
Publisher site
See Article on Publisher Site

Abstract

The interests of the organization and its members need to be aligned. Such is a task for the transformational leader. In contrast to the transactional leader who practises contingent reinforcement of followers, the transformational leader inspires, intellectually stimulates, and is individually considerate of them. Transformational leadership may be directive or participative. Requiring higher moral development, transformational leadership is recognized universally as a concept. Furthermore, contrary to earlier expectations, women leaders tend to be more transformational than their male counterparts. Although a six-factor model of transformational/ transactional leadership best fits a diversity of samples according to confirmatory factor analyses, whether fewer factors are necessary remains an open question. Another important research question that has only been partially answered is why transformational leadership is more effective than transactional leadership in a wide variety of business, military, industrial, hospital, and educational circumstances.

Journal

European Journal of Work and Organizational Psychology – Taylor & Francis

Published: Mar 1, 1999

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