Transformational leadership in a management game simulation

Article Abstract:

The practice of transformational and transactional leadership was studied in a management simulation game played by 27 teams of graduate-level business students during a three-month period. The research was based on the average leadership style model with its focus on a leader's average or typical behavior toward followers. Data were collected on the perceived leadership of the team president and the financial performance of the team based on traditional indicators of organizational effectiveness. These indicators were market share, stock price, earnings per share, return on assets, and debt-to-equity ratio. Analysis of the results indicate that transformational and transactional leadership could increase organizational effectiveness. Significant positive relationships between organizational behavior factors and 'hard' criteria were also indicated.

Management research, Organization

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Transformational leadership and the falling dominoes effect

Article Abstract:

Transformational leadership practices are examined at two management levels of a New Zealand government agency. Transformational leadership is the extent to which managers are perceived as charismatic, as treating subordinates as individuals, and as being intellectually stimulating. Transformational leadership at higher management levels was expected to appear concomitantly at the next lower level, much like falling dominoes. Data collected independently at the two management levels generally supported the falling dominoes effect, but charismatic first-level supervisors reported requiring less charismatic leadership from second-level managers to whom they report directly.

Research, Methods, Management science, Human resource management, New Zealand, Organizational behavior, Public administration

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Adding to contingent-reward behavior: the augmenting effect of charismatic leadership

Article Abstract:

The effects of leaders' charisma on contingent-reward behavior were studied by surveying 186 officers in the US Navy. It was hypothesized that a leader's charisma would augment continent-reward behavior in relation to the effectiveness of the leader. The results confirmed the hypothesis. The charisma of leaders contributed to leadership effectiveness.

Psychological aspects, Usage, Officials and employees, Organizational research, Navies, Charisma (Psychology), Naval officers

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