Search

Our primary objective in this study was to psychometrically evaluate the Transformational Parenting Questionnaire (TPQ) within the Turkish context. Secondarily, we aimed to determine whether the questionnaire demonstrated measurement invariance across children's genders and grade levels. We included 950 participants, aged 11–18 years (446 girls, 498 boys, 6 unspecified gender identity; M age = 14.73, SD = 1.85 years). Confirmatory factor analysis provided support for the original 4-factor structure of the TPQ, and there was satisfactory criterion-related correlational validity between this instrument and the Satisfaction with Life Scale. The TPQ exhibited robust internal item reliability coefficients, and respondent's test-retest correlations over a 15-day interval suggested adequate item response consistency. Importantly, we confirmed measurement invariance of the scale across participants gender and educational grade levels. In summary, we found that the TPQ was a valid and reliable tool for assessing Turkish children's perceptions of transformative parenting behaviors. [ABSTRACT FROM AUTHOR]

The aim of this study is to investigate the influence of transformational leadership on employees' change championing behaviour, and the mediating roles of employees' trust in leadership and employees' work engagement in the relationship between transformational leadership and employees' change championing behaviour. The research was conducted among 379 employees in the banking sector of Bangladesh. The findings revealed a significant and positive impact of transformational leadership on employees' change championing behaviour. Furthermore, the study identified that employees' trust in leadership and work engagement play important mediating roles, individually and sequentially, in the relationship between transformational leadership and employees' change championing behaviour during change management in the Bangladesh banking sector. This study contributes to our understanding of how transformational leadership promotes employees' change championing behaviour and underscores the effectiveness of transformational leadership in fostering employees' trust in leadership and work engagement. Additionally, this study emphasises the importance of employees' trust in leadership and work engagement in the context of organisational change implementation. [ABSTRACT FROM AUTHOR]

As institutions, schools hold a place of significant value for their stakeholders. Selznick (1957/1984) recognised that institutions require a particular type of leadership that is concerned with the promotion and protection of values. Although not a new theory, institutional leadership has not received much attention by both researchers and practitioners since its formation, which has given way to the more familiar concepts of transactional and transformational leadership. A systematic literature review was carried out to survey what enactments of institutional leadership are taking place in different institutions and what impact Selznick's theories still have on leadership practice. A thematic analysis of the literature found institutional leaders acting in five areas: (1) managing institutional identity, (2) leading followers, (3) managing the external environment, (4) organisational management, and (5) management of the self. The findings could be useful to school leaders who seek to adopt a leadership style that ensures the survival of their institutions. [ABSTRACT FROM AUTHOR]

Amidst growing demands for more democratic forms of organizing, we argue that better understanding the origins of transformational leadership theory offers a way forward. Transformational leadership theory, originally developed by American political scientist James MacGregor Burns in the late 1970s, is the best-known and most influential leadership theory in management studies. Transformational leaders are visionaries who engage with followers' higher-level needs and inspire them to deliver extraordinary outcomes for their organizations. Democracy was at the core of Burns' conception of transformational leadership: voters selected their leaders and voted them out if they failed to deliver on their visions. However, this was overlooked by those who introduced the theory to management studies. Using intellectual history, we contrast the conventional representation of transformational leadership theory in business with Burns' original conception. We explore how and why the democratic foundation of the theory was lost, why this matters, and what can be done to recover it. [ABSTRACT FROM AUTHOR]

Previous research has highlighted positive associations between teacher transformational leadership and student enjoyment in school. However, there is a dearth of evidence regarding the mediating effect that motivational orientation has on the relationships between transformational leadership and enjoyment in physical education classes. Given that an affinity for physical education fosters healthy behaviors among adolescents outside of school, this study explores the relationships between teachers' transformational leadership style and enjoyment experienced by students in physical education, examining the mediating role played by motivational orientation in these relationships. A total sample of 478 adolescents aged 13 to 18 years (mean = 14.55; standard deviation = 1.11) participated. To assess the study variables, the Transformational Teaching Questionnaire, the Task and Ego Orientation in Sports Questionnaire, and the Sport Satisfaction Instrument in Physical Education were used. The findings from the applied structural equation model revealed a significant and positive relationship between teachers' transformational leadership style and students' perceived satisfaction, while negative relationships were observed with feelings of boredom. Additionally, positive connections were established between task orientation and enjoyment, along with negative associations with boredom. Indirect effects were also found between a transformational leadership style and both enjoyment and boredom, mediated by the variable task motivational orientation. These results underscore the importance of evaluating both students' motivational factors and their perceptions of teachers, since they may interact with each other to determine their school satisfaction. Consequently, teachers may need to modify their behavior to improve their interactions with students and increase the chances of adherence to physical activity. [ABSTRACT FROM AUTHOR]

The article discusses the changing landscape of leadership styles, from traditional hierarchical approaches to more collaborative and adaptive models. It emphasizes the importance of leaders adopting creative tactics and exploring the similarities and differences between traditional and modern leadership styles. The article suggests that gaming theory can offer valuable insights into understanding and building modern leadership skills. By playing multiplayer strategy games and serious games designed for leadership development, leaders can improve their crisis management, negotiation, and diplomatic skills in a risk-free setting. The application of gaming theory to leadership development can create more capable and flexible global leaders. [Extracted from the article]

In recent years, there has been an upswing in the research on cyber incivility and its impact on individuals and organizations. Despite its negative consequences, cyber incivility has become increasingly common in the workplace as an increasing number of employees use technology to communicate. This study investigated the impact of cyber incivility on the service innovation of Jordanian hotel workers and the mediating effects of leadership change. A comprehensive survey involving employees of Jordanian hotels was conducted, and responses were subjected to structural equation modeling analysis using Smart PLS 4.0 software. The analysis reveals that cyber incivility has a significant negative direct impact on service innovation, while transformational leadership demonstrates a positive and significant direct effect on service innovation. Additionally, the mediating role of transformational leadership in the relationship between cyber incivility and service innovation is negative and significant (b =2.171, r= 0.000), emphasizing its crucial contribution to mitigating the adverse effects of cyber incivility on service innovation in the hotel industry. These findings have important implications for hotel managers seeking to improve their employees' service innovation and mitigate the negative effects of cyber incivility. [ABSTRACT FROM AUTHOR]

Objective: The purpose of this study was to determine the effect of transformational and transactional leadership styles on organizational readiness for change among health professionals in the case of selected public hospitals in the North Showa Zone, Oromia Region, Ethiopia. Methods: The institutional-based cross-sectional study design was employed for one month in April 2021. The data were collected from a sample of 212 subordinate health professional staffs. Multi-factor leadership surveys and organizational readiness for change questionnaires were used for data collection. Data were analyzed using descriptive statistics and exploratory factor analysis, run on the SPSS 23 version. Pearson correlation and multiple regressions were used. Multiple regression results were expressed using the statistical values R 2 and β-coefficient. Statistical significance was declared at a P -value of <.05. Result: The Pearson product correlation of organizational readiness for change was found to be low positive and statistically significant for both transformational leadership behavior (r =.49, P <.01) and transactional leadership behavior (r =.39, P <.01). Both transformational leadership behavior (t = 5.32, P =.00) and transactional leadership behavior (t = 2.08, P =.034) were found to be significant contributors to the variance of organizational readiness for change among health professionals, according to the findings. However, transformational leadership behavior style appears to make a more significant contribution (β = 0.39) than transactional leadership style (β = 0.15) in predicting organizational readiness for change among health professionals. Conclusion: The study revealed that whenever transformational and/or transactional leadership behaviors are exhibited by the administrative staff, readiness for organizational change (commitment and efficacy) increases among health professionals. The study also concluded that a quarter of the readiness for organizational change can be affected by the two leadership styles. [ABSTRACT FROM AUTHOR]

Great attention has been paid to the projects' success, which is the core of project management. It is not surprising that much research is being done in this area, as several factors contribute to the project's success. However, the moderating effect of top management support (TMS) on the relationship between transformational leadership (TL) and project success (PS) has not been investigated before. This study aims to examine whether the relationship between a project manager's transformational leadership and project success is moderated by top management support. This study uses a post-positivism philosophical objective to investigate the theoretical model. A cross-sectional time-lagged survey design was used to collect quantitative data. Data was collected using a structured questionnaire from 273 team members, project managers, and stakeholders working in Pakistan's public sector. The factor and hierarchical regression analysis were used for analysis. Our results showed that TL and TMS significantly impacted project success. Moreover, we found that TMS moderates the relationship between TL and PS. [ABSTRACT FROM AUTHOR]

This replication study examines the relationship between school counselor leadership and school counseling program implementation, but with a larger sample and additional measures of leadership. In the original study (Mason, 2008) using Kouzes and Posner's Leadership Practices Inventory (2003), only Model the Way and Enable Others to Act subscales were predictors of program implementation, while in this study all subscales were predictors. The findings extend prior research, specifically that school counselor transformational leadership behavior strongly predicted comprehensive school counseling program implementation. We also found that specific leadership practices and behaviors, including modeling and systematic collaboration, accounted for the greatest variance in program implementation. Finally, exposure to the American School Counselor Association's ASCA National Model and working in a Recognized ASCA Model Program (RAMP) predicted program implementation. We discuss the implications of the findings with respect to today's educational climate. [ABSTRACT FROM AUTHOR]

Findings from prior research on the relationship between a team's social network architecture and team innovation have been inconclusive. Integrating social network theory with input–process–output models of team innovation, our research aims to reconcile the mixed findings in the literature by introducing a novel process perspective as well as highlighting a relevant contingency factor to untangle the team social capital–team innovation link. We propose that team social capital, operationalized as bridging and bonding social capital, negatively influences team innovation via team proportional task conflict, which is the level of task conflict teams experience proportional to the general level of team conflict (i.e. task, relationship and process conflict). In addition, we expected group and differentiated individual-focused transformational leadership to buffer the negative indirect effect of team social capital on team innovation via team proportional task conflict. Results from time-lagged data collected from research and development teams in Iraq revealed that teams with bonding and bridging social capital are less innovative because they experience less proportional task conflict. Furthermore, group-focused transformational leadership buffered the negative indirect relationship of team bridging social capital on team innovation via proportional task conflict. Theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

Until recently, women were not the object of leadership studies. This research is a narrative study of Dr. Jane Bumpers Huffman's transformational leadership in education through her own story and the stories of women with whom she worked, mentored, and conducted research. As Emily (pseudonym), shares "I knew right away that working with Janie would be different." Included herein are rich descriptions and details of Huffman's leadership, her beliefs in the power of education practitioners to bring about positive change, and her answers to some of the pressing current issues in education. Huffman's work has had a global impact and through her leadership she has created a memorable legacy. [ABSTRACT FROM AUTHOR]

The overall quality of coach–athlete relationship has been shown to positively associate with coach leadership effectiveness on athletes' outcomes. Nonetheless, others also showed no associations when each subdimension of coach–athlete relationship was separately examined. This study used canonical correlation analysis (CCA) to examine the complete set of correlations between coach transformational leadership (six dimensions) and quality coach–athlete relationship (six dimensions). A total of 213 athletes (122 male; 91 female) from various performance levels and sports completed a multi-section questionnaire. CCA revealed positive, negative and no correlations between the coach transformational leadership and coach–athlete relationship variable sets. For example, the Direct Commitment dimension of the coach–athlete relationship was negatively related to the Individualised Support dimension and positively associated with the High-Performance Expectation dimension of coach transformational leadership. In light of these results, we discuss whether viewing the coach–athlete relationship as an inherent dimension embedded within the conceptualisation of coach leadership is suitable and accurate. [ABSTRACT FROM AUTHOR]

The impact of specific types of leadership behaviors on recovery processes and the success of troubled information technology projects was investigated. A theoretical model of leadership for troubled IT projects is proposed. Control and transformational leadership behaviors are hypothesized to affect different recovery processes and through these processes affect project success. A survey instrument based on previously validated theoretical constructs from the IT troubled projects and leadership research was used to gather data from project managers, team members, and project sponsors. The results indicate strong support for the proposed model. Implications for practitioners and researchers are suggested. [ABSTRACT FROM AUTHOR]

Leader support is an essential factor influencing worker health and stress. Police officers are part of a class of workers who must deal with a high level of stress. Significant stress can lead to the onset of symptoms of psychological distress, which can lead to presenteeism (employees are present but suffer from mental health symptoms). However, we note that few studies focus on police leadership and job-related-stress presenteeism. Therefore, the current research is relevant and aims to demonstrate the link between the leadership style (Multifactor Leadership Questionnaire) on presenteeism (Job-Stress-Related Presenteeism measure) for police and non-police samples. A total of 252 employees, police officers (municipal organization) and blue-collar workers (public organization) completed the questionnaires. The results indicated that, for both samples, transformational leadership did not significantly influence job-stress presenteeism. Laissez-faire leadership had a strong negative effect on police and non-police employees' job-related stress presenteeism scores. Finally, a transactional leadership style predicted higher levels of job-related-stress presenteeism for our non-police (blue-collar) sample; it did not significantly influence job-stress-related presenteeism for our police sample. These results highlight the importance of leadership style on employee well-being, and the implications of these results are discussed. [ABSTRACT FROM AUTHOR]

Predominantly white institutions (PWIs) struggle to attract and retain underrepresented faculty. Despite aspirations for diversity, the reality remains that underrepresented faculty are not hired and retained in numbers sufficient to change the institution's demographics. The leadership of PWIs strives for solutions to ameliorate the trend in recruitment, retention, and climate. The issue has gained even more significance recently due to the global coronavirus pandemic when layoffs, non-renewals, and hiring freezes have been widely imposed. This case examines how systemic leadership problems, mindsets, and climates keep PWIs at the status quo, and invites application of leadership and adult learning theories to develop a strategy for improving faculty diversity at PWIs. [ABSTRACT FROM AUTHOR]

Through the lens of social cognitive theory (SCT), we formulated hypotheses and tested the mediating role of psychological empowerment (PE) in linking transformational leadership (TL) to project success (PS). A structured questionnaire was used to gather responses from 356 team members, project managers, and stakeholders. Our findings demonstrated that PE and TL had a substantial influence on PS. Furthermore, we determined that PE partially mediates the relationship between TL and PS. This study sought to give insights into this relationship and identified PE as a precondition for TL effectiveness. These findings have implications for theorists and practitioners because they assert that the association between TL and PS may be explained by psychological empowerment as the underlying mechanism. By demonstrating how leaders inspire their followers to become leaders themselves, we elucidate how these findings add to the literature on leadership. We also go into further detail about the use of leadership training. [ABSTRACT FROM AUTHOR]

We distinguish three organizational commitment (OC) processes (compliance, identification, and internalization) based on functional theory and examine whether the importance of these mechanisms varies with public servants' OC levels. Our quantile regression results provide evidence for both the phased characteristics and common basis of OC. pay and promotion appropriateness have stronger positive associations with OC among low-committed employees, and public service motivation has a stronger positive association with OC among high-committed employees; compliance and intrinsic internalization processes are especially active at low and high commitment levels, respectively. On the other hand, group culture and transformational leadership as a common basis of OC has similar effects on the improvement of OC for all public servants, regardless of OC levels; identification and extrinsic internalization processes are important to a similar extent at all OC levels. [ABSTRACT FROM AUTHOR]

In recent decades, public administration has taken a great interest in leadership. However, this interest has been met with concerns that the effects of leadership are overestimated compared to other relevant organizational factors. In this article, we explore the relative importance of formal, vertical leadership, specifically transformational leadership, and horizontal relations, that is, the internal team relations, for different employee outcomes and user satisfaction. We argue that both factors may work through public service motivation (PSM). Based on survey data collected in Danish nursing homes linked with a user satisfaction survey and employee sickness absence data, we find that the internal team relations have the strongest association with some outcome measures, whereas others are more substantially related to vertical leadership. We further find that the relationship between transformational leadership and these outcome measures is fully mediated by PSM, whereas this is not the case with the internal team relations. [ABSTRACT FROM AUTHOR]

This study examines the impact of both transformational leadership (TFL) and transactional leadership (TCL) on employee intention to stay (ITS) in deluxe hotels. It also examines the mediating role of organisational commitment (OC) in the relationship between leadership styles, i.e. TFL and TCL, and ITS. A pre-tested questionnaire survey was self-administered to front-line employees in deluxe hotels in Egypt, where these leadership styles were prominent. The key findings showed that TFL has more positive impact on OC and ITS than TCL. Affective commitment (AC) and normative commitment (NC) were found to partially mediate the relationship between both leadership styles and ITS. Employees exhibit higher ITS when they perceive proper leadership practices, especially TFL. Hotel executives should place more emphasis and investments on TFL to effectively achieve OC and positively influence ITS which is critical for the hotel industry that often suffers from high employee turnover. [ABSTRACT FROM AUTHOR]

Despite the role pedagogical leadership plays in quality early childhood education and care services, limited research to date has explored the appointment and enactment of educational leaders in Australia. This qualitative study explored the role and influence of two educational leaders in a highquality rated service. Findings revealed that these educational leaders' exercising of distributed and transformational leadership enabled ongoing quality improvement. Appointing the 'right' person; a supportive, effective and cohesive team; the whole-of centre valuing of the educational leaders and their role; investment of resources; and professional autonomy, were identified as key enablers of quality education across the service. As the first study to investigate the educational leader role in an 'excellent'-rated service in Australia, this study highlights that the effectiveness of an EL is dependent on the person in the EL role and the context in which they are working. Implications for policy and service providers are discussed. [ABSTRACT FROM AUTHOR]

Youth sport coaches play an important role in shaping the sport experience and positive development of youth athletes. One salient approach to examining how the interpersonal behaviours of coaches influence young athletes has been through the lens of leadership theories. However, there is limited understanding surrounding the underlying processes associated with coach leadership behaviours, such as how and why behaviours are applied. This study sought to examine why do youth sport coaches use specific leadership behaviours and what are their intended outcomes when using these behaviours? Eleven coaches (Mage = 42.3, SD = 14.5) were recruited from competitive youth soccer and volleyball clubs (athletes' Mage = 15.8, SD = 1.9). Coaches participated in a video-stimulated recall interview, during which coaches reflected upon their own coaching behaviours and provided insight into the application of leadership behaviours in youth sport. Findings of the study revealed that contrasting leadership behaviours (e.g. transformational vs. transactional) are associated with distinctive coach objectives (promoting confidence vs. establishing respect). This study can serve to facilitate knowledge mobilization by strengthening our understanding of coaches' intentions for the implementation of leadership behaviours in a real-world setting. [ABSTRACT FROM AUTHOR]

Leadership theorizing is largely constructed from a positional vacuum, as if leadership looks and works identically across contexts, and as if those who theorize about leadership are not themselves subject to biases based on their own gendered, racial, class, sexual, and national identities. This article challenges the assumed neutrality of leadership theorizing by analyzing one of the most utilized and researched leadership theories, Bernard Bass' "Transformational Leadership Theory" (TLT) through the lens of Critical Race Theory. Understanding that the language through which transformational leadership is conveyed is indicative of its underpinning assumptions, the tools of critical discourse analysis are employed to identify the normativity of whiteness operating within this theory. The analysis reveals how normalization, solipsism, ontological expansiveness, and the creation of "abject others"—followers—infuse the theory. Through its deconstruction of TLT, the article calls for deeper interrogation of leadership theories whose unquestioned assumptions harm not only leaders and followers identified as Black, Indigenous, or People of Color, but White leaders and followers as well. [ABSTRACT FROM AUTHOR]

Grounded in the values congruence proposition, this study examined the interplay between leadership styles and corporate social responsibility (CSR) motives in different crisis contexts. The results of a 2 (crisis type) × 2 (leadership style) × 2 (CSR motives) between-subjects experiment showed that the congruent combination of leadership styles and CSR motives maximized the insulating effect of CSR practice but only when the crisis type was victim. In a victim crisis, utilizing intrinsic CSR motives gained greater word-of-mouth intention and purchase intention when combined with transformational leadership than with transactional leadership. In a preventable crisis, the positive effect of values congruence disappeared and even backfired. More specifically, the congruence between transactional leadership and extrinsic CSR motives amplified the negative impact of a crisis. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Aim: While integrated leadership has received significant scholarly attention in the past decade, most existing research in this vein has focused on its impact on student achievement and often dismissed how it might be related to instructional practices, which are at the center of many school reforms. In this research, we examined the relationship between integrated leadership and teacher professional learning and teacher practices in Turkey, where educational policy makers have recently introduced several school reform initiatives. More specifically, we aimed to examine the moderating function of transformational leadership in the relationship between instructional leadership and teacher practices, with an emphasis on the mediating role of teacher professional learning. Research Design: We conducted this study with a cross-sectional design and moderated mediation model. Data collected from 616 teachers working in a mix of primary and secondary schools in Turkey were analyzed using structural equation modeling and bootstrapping tests. Findings: We found evidence that transformational leadership acted as a moderator of the indirect effect of principal instructional leadership on teachers' instructional practices through teacher professional learning. Implications: This study adds to the accumulated body of knowledge on the effects of school leadership by concluding that the effect of instructional leadership on teacher learning and practice is contingent upon the extent to which principals enact transformational leadership. School principals who adopt a more comprehensive leadership approach that combines instructional leadership and transformational leadership practices can maximize their effects on student achievement through teacher learning, and better address the ever-growing demands of educational reforms. [ABSTRACT FROM AUTHOR]

The purpose of this study was to explore the association between coach leadership and the coach-athlete relationship. Eighty-one elite athletes (M = 20.4 years; SD = 3.8; 58% female and 42% male) responded to questionnaires pertaining to their coaches' leadership behaviours and the quality of their relationship. The overall model for predicting the quality of the coach-athlete relationship according to perceived coach leadership behaviours explained 61% of the variance. Three transformational leadership behaviours were positively associated with the quality of the coach-athlete relationship: individualized consideration, appropriate role-modelling, and fostering acceptance of group goals and teamwork. Based on a gender comparison, men perceived higher levels of leadership pertaining to role-modelling and intellectual stimulation, in addition to higher levels of quality for the coach-athlete relationship. This research emphasizes the importance of engaging in transformational leadership behaviours with regards to associations with perceptions of the coach-athlete relationship in elite sport contexts. [ABSTRACT FROM AUTHOR]

This study examines gender differences in leadership behaviors and whether leadership training would have different effects on leadership behaviors by gender. Using data from several hundred managers of welfare and financial agencies in Denmark, we first investigate whether leadership behaviors differ between female and male leaders. After that, we conducted a year-long field experiment with managers to examine how female and male leaders respond to leadership training interventions. In general, female managers improve more from leadership training even though leadership scores for female leaders were higher before training. [ABSTRACT FROM AUTHOR]

The forms of leadership required to exclude children because they do not fit the school brand, to close down a school because of how the market is working, or to I academise i (see [34]) are not educational leadership that is actually educative. I Educative i leaders, leading and leadership are not officially recognised or enabled for or within public educational services in England. There is no independent peer-reviewed evidence for the current segregation of children either through home-schooling or for eugenics-informed access to school places based on biology, faith, class, race or intelligence (e.g. [10]). For example, parents have been told repeatedly that they would be failing in their duties if they did not strive to secure a "good school place" for "their" child, and yet a public education system requires parents to care and take action about and for all children and their access to "all school places as good". [Extracted from the article]

Numerous studies have empirically tested the linkage between transformational leadership and employees' reactions to organizational change. However, no systematic attempt has been made to organize and summarize those findings. Based on a sample of 30 empirical studies that included 39 independent effect sizes and 12,240 participants, this meta-analysis found that transformational leadership exhibited (a) a positive relationship with commitment to change, openness to change, and readiness for change; (b) a negative correlation with resistance to change and cynicism about change; and (c) a nonsignificant correlation with support for change. Moderation analyses showed that in cross-sectional (vs. longitudinal) designs, transformational leadership exhibited a stronger correlation with openness to change and cynicism about change. Using Bass and Avolio's scale (vs. Podsakoff et al.'s), transformational leadership exhibited a stronger correlation with resistance to change. In the Eastern (vs. Western) cultural context, transformational leadership exhibited a stronger correlation with commitment to change and resistance to change. In low-level (vs. high-level) journals, transformational leadership exhibited a stronger correlation with commitment to change, openness to change, and support for change. This study highlights the value of incorporating transformational leadership theory into the literature on change reactions to obtain a better understanding of how leaders facilitate or hinder organizational change. [ABSTRACT FROM AUTHOR]

Purpose: Instructional leadership has been identified as a key responsibility of principals who achieve promising results for school improvement. This study investigated how the national context has influenced the adoption of instructional leadership as a defining role responsibility for Israeli principals. Research Methods: Participants in this qualitative study consisted of a diverse sample of 46 Israeli principals, broadly representative of the larger body of school principals in Israel. Data were collected through both interviews and focus groups. Data analysis proceeded in a four-stage process that involved condensing, coding, categorizing, and theorizing from the interview data. Findings: Findings identified three sociocultural norms that shaped principal adoption of instructional leadership in their role set: low power distance, clan culture, and incomplete identification of principals (and teachers) with their schools' academic missions. These contextual cohering forces led principals to resist new, formally defined policy expectations of their role as instructional leaders. Implications: This study's findings reinforce arguments that propose national context as an underserved theoretical lens for understanding differences in principals' practices across different societies. The findings suggest that despite increasing global acceptance of instructional leadership, its implementation in practice is inevitably shaped by the institutional policies and cultural values of different societies. Even when a "generic" model of instructional or transformational leadership is adopted by policy makers, there will be a process of mutual adaptation during implementation. [ABSTRACT FROM AUTHOR]

Based on a two-week daily diary study of 31 leader–follower dyads, this article demonstrates that within-person variation in the leader's level of state core self-evaluations is associated with within-person variation in the follower's level of state core self-evaluations. Moreover, we provide tentative evidence that this crossover effect might be mediated by transformational leadership behavior. Our study contributes to personality and leadership research by exploring within-leader, within-follower, and within-dyad personality processes. By showing that the personality states of leader and follower fluctuate in sync, we shed light on a new way in which leaders and followers connect. [ABSTRACT FROM AUTHOR]

In this paper, I respond to calls for more critical reflection on the power dynamics of caring leadership. I consider how a combination of care and impotence might unfold as Nietzsche's 'slave morality', crystallised in the phenomenon of ressentiment. At the heart of slave morality is an inversion of values in which everything represented by the Other is denigrated so that the slave can find meaning and solace in his own place in the world. The Nietzschean inversion transforms impotence, inferiority and submission into virtue, identity and accomplishment. In contrast to recent elaborations of ressentiment in followers, I argue that slave morality is something to which leaders, especially caring leaders, are also vulnerable. When caring leadership awakens or exposes the slave-within, we are unable to take charge of – or responsibility for – ourselves, because we have ceded control of the self to forces beyond the self. This is the risk of 'care ethics' as a systemic inversion of values which constructs an ideology out of letting others define who and what we are. It creates a breeding ground for ressentiment, feeding off unspoken and unspeakable grievances about the injustices of one's lot, especially those involving a clash between the rhetoric of empowerment and the experience of impotence. The Nietzschean warning is: Be wary of leadership models which might look and even feel nice, but which turn self-sacrifice into virtue and silence into necessity. [ABSTRACT FROM AUTHOR]

In the context of sportsmen and sportswomen in social places, [17] show how high-profile professional athletes experiencing difficulties perpetuate their "athlete" persona. Therefore, the coach must consistently act "like a coach" in the eyes of their players as part of the sporting environment (the setting) in order to establish and maintain the appropriate and expected interaction ([19]). In the context of our paper, it was found that coaches and star athletes and players that are leaders exhibit different types of leadership behaviors ([13]). Halberstam's I Playing for Keeps: Michael Jordan and the world he made i ([9]) was written after Jordan's second retirement and was the first try to take full measure of Jordan's epic career and the larger forces that converged to make him the iconic figure he became. [Extracted from the article]

Analyzing mission statements from 1,420 community foundations, this research aims to determine whether community foundations portray themselves as primarily transactional or transformational in their leadership style. Results indicate that approximately half of the community foundations present themselves as transformational dominant although about a third demonstrate transactional dominance. The well-established leadership categories of transformational and transactional (a) give us a new way to explore community foundations' roles in their communities, (b) help us better understand the way community foundations perceive themselves and their leadership, and (c) provide a mechanism to assess how community foundations are presenting their missions to their communities. In addition, by examining organizations as the unit of analysis, this research answers long-standing calls in leadership studies to consider levels of analysis beyond the individual. [ABSTRACT FROM AUTHOR]

Health-care leaders work at the highest levels of organizations and face unique challenges in today's health-care systems. This article reports the lived experiences of an executive nurse to better understand their leadership journey and leadership shadow, exploring their professional development of health-care leadership while navigating change and conflict by interpreting critical turning points in their career and triangulating data to identify and analyze central themes. Offering a real-world perspective, the article uses personal reflection aligned to professional inquiry, workplace observations, document reviews, and personal accounts to focus on executive nursing and the construction of a social movement from within a large managed care organization. The purpose of this evaluation is to create deeper understandings of ways in which to improve patient and provider experiences, reduce system waste, and improve population health. The theme of transformational leadership emerged, and new insights were created to inform future thinking. [ABSTRACT FROM AUTHOR]

Innovation is particularly important for the sustainability, functioning, and improvement of public and nonprofit organizations. Researchers have called for the examination of how leaders can foster innovation in the nonprofit context. This study examined whether climate for inclusion and affective commitment were key mechanisms by which transformational leadership increased perceptions of innovation in a diverse nonprofit health care organization. Data were collected at three points in 6-month intervals from a U.S. nonprofit hospital. Longitudinal multilevel path analysis revealed transformational leaders increase perceptions of nonprofit innovation through helping every organizational member feel valued as an important member of the group and appreciated for their unique personal characteristics (fostering a climate for inclusion). Inclusion increases organizational members' emotional attachment to the organization (affective commitment), which then enhances favorable perceptions of innovation wherein members feel comfortable sharing their ideas and perspectives with one another (critical to workplace innovation). [ABSTRACT FROM AUTHOR]

This research examines group-level perceptions of transformational leadership (TFL) as negative longitudinal predictors of witnessing person-related (e.g., insults/affronts) and work-related (e.g., negation/intentional work overload) acts of incivility at work. Witnessing workplace incivility was also postulated to negatively predict employee need satisfaction. Data were collected among production employees in different Canadian plants of a major manufacturing company (N = 344) who worked for 42 different managers (M group size = 9.76). Two waves of data collection occurred 1 year apart. Results from multilevel analyses showed that workgroups where managers were perceived to engage in more frequent TFL behaviors reported reduced levels of person- and work-related incivility 1 year later. However, group-level incivility did not predict change in group-level need satisfaction 1 year later. At the individual level, results showed that witnessing higher levels of person-related incivility than one's colleagues predicted reduced satisfaction of the need for relatedness 1 year later. These longitudinal findings build upon previous literature by identifying TFL as a potential managerial strategy to reduce incivility in workgroups over time. They also show that mere exposure to workplace misbehavior still affects employees' adjustment, suggesting that every effort to reduce deviance in workplaces is worthwhile. [ABSTRACT FROM AUTHOR]

Excellent communication by emotionally intelligent leaders is key to ministry team health. Such communication has been noted to be the medium utilized to both motivate and develop either a subordinate or team. A leader can communicate successfully to their team and keep pace with their team's development when utilizing the Communication Process Theory, or CPT. CPT is ideal as it first leads the individual, growing them naturally into the team and pacing relationship dynamics appropriately. [ABSTRACT FROM AUTHOR]

Leadership provides a strategy to deal with intense competition and high customer expectations in the hotel industry. This paper analyses the ability of managers' transformational and authentic leadership to predict customer satisfaction. A sample of 18,944 customers and managers of eight hotels in the Canary Islands was used for the analysis. The data were collected using the Multifactor Leadership Questionnaire-6s, the Authentic Leadership Questionnaire and ReviewPro management software. The data were analysed to confirm the ability of transformational and authentic leadership to predict overall customer satisfaction. The results indicate that the transformational subscales of idealised influence and intellectual stimulation and the authentic subscales of relational transparency and balanced processing predict overall customer satisfaction. However, there are discrepancies between the results for self-managed service departments and outsourced service departments. This study provides a novel approach to scientific research, building upon previous studies of the effectiveness of both types of leadership, especially in relation to their impact on guest satisfaction and differences between departments. The evidence provides insight into the leadership qualities that increase customer satisfaction, which is essential in the hotel industry. [ABSTRACT FROM AUTHOR]

Using social learning theory, the job demands-resources model and idiosyncrasy credit theory, the present study casts additional light on the explanatory mechanisms underlying the effects of service leadership on service performance. We examine employee work engagement as an important mediator of this relationship and explore the moderating role of leader task-based professional and managerial skills on the indirect relationship between service leadership and service performance via work engagement. Drawing upon 903 leader–follower dyads nested in 187 teams, with data collected from two sources, we find that after controlling for transformational leadership, follower work engagement mediates the relationship between service leadership and follower service performance. Furthermore, the results support the moderating role of leader task-based professional skills, but not of managerial skills. Specifically, the indirect effect of service leadership on service performance via work engagement is stronger when leaders display high levels of task-based professional skills. Theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

The most prominent theory in leadership studies is transformational leadership. Ironically, however, scholars who subscribe to transformational leadership have left the concept of transformation itself, unexamined and lying dormant in the background. In response to this neglect, I propose a Meadian framework of leadership that is centered on the nature of transformation in both leaders and leadership trans-actions. I present a framework that is Mead ian, and not exclusively from Mead, by integrating contemporary scholarship from a range of disciplines that corroborate and complement Mead's work and provides transformational leadership scholars a new way forward. I use Mead's I/Me distinction to answer who transformational leaders are in their embodied social selves and Mead's role-taking notion in the social act to answer what transformational leaders do in relation with followers. In doing so, I provide leadership scholars a "third way" between dichotomous conceptions of singularly influential leaders on the one hand and leaderless leadership processes on the other. [ABSTRACT FROM AUTHOR]

Transformational leadership was once thought of as a trait-based approach to leadership rather than something that could be taught and learned, and that the process itself somehow lacked clarity. This essay sets out to demonstrate both points to be false, all the while identifying the value of educating Christian leaders on the essence and process of transformational leadership. The Momeny communication process theory explains process clarity as it relates to transformational leadership, its communication, and education. [ABSTRACT FROM AUTHOR]

In this exploratory review, I consider research on Black women principals for the period 1993 to 2017, using 57 research reports obtained from dissertations, journal articles, and a book chapter. This exploration is of particular significance given the continuous disenfranchisement and subsequent underachievement of Black children in U.S. schools and the importance of black women principals in addressing this quagmire. I highlight the methodological and theoretical traits of these studies, single out overstressed approaches, and highlight the most significant gaps in research on Black women principals. Major findings are (1) the large majority of studies on Black women principals appear in dissertations; (2) researchers studying Black women principals explore the lived experiences of Black women principals (e.g., race, gender) and aspects of the leadership of these women (e.g., transformational leadership); (3) the most common theoretical framework in these studies is Black Feminist Thought, followed by Critical Race Theory and Standpoint Theory; (4) all of the studies employed qualitative methods, while a few also included quantitative methods; (5) the principals who were studied served in elementary, middle, and high schools; and (6) spirituality, race, and gender are important to these leaders. Following a discussion of the findings, I conclude with implications for (1) future research, (2) the preparation of aspiring principals, and (3) the professional development of practicing principals. [ABSTRACT FROM AUTHOR]

Organizations increasingly rely on virtual teams to access geographically dispersed expertise. Yet, team dispersion introduces challenges to team communication that may negatively influence team performance. Using a sample of 53 innovation teams representing a variety of geographic dispersion configurations from completely collocated to highly dispersed, we examined the moderating role of transformational leadership on the relationship between team dispersion, team communication, and team performance. Our findings suggest that while transformational leadership is effective in reducing the negative effects of dispersion in collocated teams or ones with low levels of geographic dispersion, it is less effective helping improve the performance of highly dispersed teams. This effect may be due to a transformational leader's difficulty in facilitating team communication in highly dispersed teams, where his or her influence might actually have counterproductive effects. We discuss the implications of our findings for theory, future research, and practice. [ABSTRACT FROM AUTHOR]

The Multifactor Leadership Questionnaire (MLQ) is the most widely used instrument for assessing dimensions of leadership style; yet, most studies have failed to reproduce the original MLQ factor structure. The current study evaluates the dimensionality and nomological validity of Bass's transactional and transformational leadership model using the MLQ in a sample of registered nurses working in acute care hospitals in Canada. A combination of exploratory and confirmatory factor analyses were used to evaluate the hypothetical factor structure of the MLQ consisting of five transformational factors, and three transactional factors. Results suggest that the eight-factor solution displayed best fit indices; however, two transactional factors should be extracted due to high interscale correlations and lack of differential relationships with the two leadership variables. The findings support a scale refinement and the need for new theory concerning the five transformational leadership and contingent reward dimensions of the MLQ. [ABSTRACT FROM AUTHOR]

Workplace bullying is associated with a host of negative outcomes for the worker who is the target of bullying, as well as for the organization where the bullying occurs. Moreover, we know that rates of bullying are particularly high in health care settings; however, we are less familiar with the factors that may reduce workplace bullying in hospitals. Thus, this study was conducted to determine whether the humor orientation styles of individuals, including nurses working in hospitals, as well as their managers' leadership styles, can influence perceptions of bullying in the workplace. Using data from 459 workers employed in a large hospital in the Southern United States, we examined associations between the Multidimensional Sense of Humor Scale, which has four dimensions, as well as the Multifactor Leadership Questionnaire, with three leadership substyles, and their associations with the risk of being bullied. We observed that one of the four humor subscales, Humor Appreciation, did affect perceptions of bullying in the workplace. The other three, Humor Recognition, Humor Production, and Humor for Coping, did not. However, the leadership styles of managers did affect reports of negative acts. In fact, transformational leadership was associated with 22% of the variance in reports of decreased bullying activity. This work is consistent with previous work on the importance of leadership styles for creating positive work environments, particularly in hospital settings. Given these findings, we offer suggestions for leaders to further improve nursing communication. [ABSTRACT FROM AUTHOR]

As organizations grapple with greater complexity in the competitive business environment, more work is needed to understand how to create a human capability equal to the challenge. Research on adult learning suggests that increasing mental complexity, an individual’s system for processing information and making sense of their environment, can be a valuable way to help individuals become more adaptive in a complex environment and enhance performance. While there is evidence that this human capability can grow over time, individual growth does not come without considerable effort, and such growth can be facilitated by the right contextual factors. In this article, we examine the role of leaders in employee development. Synthesizing literature from adult learning and transformational leadership, we lay out a theoretical framework for why transformational leadership and its corresponding behaviors can serve as a mechanism to encourage developmental movement within an employee and increase mental complexity. We discuss the implications for human resource development. [ABSTRACT FROM AUTHOR]

Clinicians face the complex challenge of motivating their patients to achieve optimal health while also ensuring their satisfaction. Inspired by transformational leadership theory, we proposed that clinicians’ motivational behaviors can be organized into three patient care styles (transformational, transactional, and passive-avoidant) and that these styles differentially predict patient health outcomes. In two studies using patient-reported data and observer ratings, we found that transformational patient care style positively predicted patients’ satisfaction and health expectations above and beyond transactional and passive-avoidant patient care style. These findings provide initial support for the patient care style approach and suggest novel directions for the study of clinicians’ motivational behaviors. [ABSTRACT FROM AUTHOR]