Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership
Article 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 and 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 the 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. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Psychology
Subject: Social sciences
ISSN: 0021-9010
Year: 1988
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Beyond imitation: complex behavioral and affective linkages resulting from exposure to leadership training models
Article Abstract:
Modeling, a critical element of social learning theory, is frequently viewed as a fairly straightforward imitation or copying process, but recent work suggests that it is considerably more complex. We explored complex behavioral and affective outcomes as a response to leader models using videotapes. In three separate leader behavior modeling interventions, we emphasized positive reward behavior, reprimand behavior, and goal-setting behavior. We measured pre- and postdescriptions of these behaviors and subordinate satisfaction. Multivariate analysis of variance and path analysis were used to explore modeling as a complex multifaceted process leading to direct (imitation) as well as indirect effects. For example, the results indicated that exposure to a punitive model, inversely impacted on leader positive reinforcement and goal-setting behavior, and subsequently, subordinate satisfaction. Relying on cognitive psychology, we concluded that different leader behaviors are likely linked through cognitive schemata or scripts. Thus, models intended to influence a single behavior are also likely to indirectly influence other behaviors. (Reprinted by permission of the publisher.)
Publication Name: Journal of Applied Psychology
Subject: Social sciences
ISSN: 0021-9010
Year: 1986
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Leader Sex, Leader Success, and Leadership Process: Two Field Studies
Article Abstract:
The results of leadership status in terms of sex, success and ongoing procedures are reviewed. The field studies were conducted during cadet training programs at the United States Military Academy in West Point, and exhibited no support for the research hypothesis. A questionnaire was evolved to survey four basic areas regarding differences in level of success for male or female leadership behavior. Three factors emerged concerning an inability to duplicate leader sex outcomes: the male-dominated setting, subjective reporting and unrelated information. Statistical tables are provided analyzing mean responses and moderated regression data, correlated with leader success and components. Participants in this study were highly motivated, intelligent and already performing leader-type roles, but it is suggested that future surveys employ more female- leader, female-subordinate coefficients.
Publication Name: Journal of Applied Psychology
Subject: Social sciences
ISSN: 0021-9010
Year: 1984
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