Impact of transformational leadership

P a g e | 1Running Head: The impact of transformational leadership creates higher duty from followers

and organizational viability.

Title: “The impact of transformational leadership creates higher duty from followers and

organizational viability”.

Student Id:

Instructor:

Date:



Table of Content

ABSTRACT....................................................................................................................................3

Introduction......................................................................................................................................4

A model of transformational transactional leadership.................................................................6

Leadership effectiveness..............................................................................................................7

Organizational effectiveness........................................................................................................7

Satisfaction of subordinates with supervision and leadership behavior......................................9

Subordinate’s satisfaction with work and leadership behavior.................................................10

Subordinate’s commitment and leadership behavior.................................................................10

Study limitations and recommendations for future research.....................................................10

Discussion......................................................................................................................................12

Conclusion.....................................................................................................................................15

REFERENCES..............................................................................................................................18



ABSTRACT

The motivation behind this research study is to look at the impact of leadership practices

on both pioneer and organization viability. In this research study the data will be analyzed from

the previous studies about the transformational leadership and its impact on organization and

effectiveness of leadership. The research study was intended to gather data on the leadership

styles utilized by supervisor and on the fulfillment and duty of representatives in the cordiality

workforce. There are critical relations between leadership practices and both leadership

effectiveness and organizational viability. The findings bolster the recommendation in the

literature that transformational leadership practices invigorate job satisfaction and organizational

commitment. This research paper investigates a part of leadership in the organization that is

frequently ignored. It gives convincing proof to the significance of proceeding with the

endeavors to comprehend the way of the leadership practices adequacy connection.



IntroductionAs expanding demands are made in the business world to enhance their execution, to

suspect change and build new structures, successful leadership execution may be vital to

guarantee that change prompts expanded adequacy, proficiency and productivity (Pittaway et al.,

1998; Slattery and Olsen, 1984; Zhao and Merna, 1992). In spite of the fact that researchers can't

of course accept that "better" leadership leads "improved" business execution, some

comprehension of the relationship in the middle of leadership and business execution is required.

Leadership has been fairly ignored in many organization investigation and therefore few studies

exist which explore leadership in the particular connection of the business (Mullins, 1992;

Pittaway et al., 1998).

The business industry has a tendency to be work escalated and has progressively

unforgiving ecological requests forced upon it, proposing that leadership abilities may assist

associations with utilizing the accessible HR all the more adequately. Subsequently

understanding and advancing powerful "leadership" may be of extensive significance in adapting

and managing effectively with environmental pressures. Those associations that effectively

consider authority methodologies and use them to teach chiefs on the complexities of driving

individuals may advantage. Leadership can be characterized as a social impact process. It

includes deciding the gathering or association's destinations, empowering conduct in quest for

these goals, and affecting gathering upkeep and society (Yukl, 1994). It is a gathering

phenomenon; there are no pioneers without devotees. Supervisors use distinctive leadership

practices in work settings. Their practices will effectively affect worker results. Sufficient



utilization of their practices may bring about higher representative fulfillment, responsibility, and

profitability. Along these lines, viable utilization of pioneer conduct will build the adequacy of

both the organization and the pioneer.

This study proposes to research the degree to which workers' employment fulfillment and

organizational duty are identified with the leadership practices in the organization. Despite the

fact that organizations are turning out to be more mainstream in the business world, there is no

investigation of the impact of leadership practices on both organization and pioneer adequacy.

That is the reason organizations were the center of this study. It is normal that the consequences

of this study may be a beginning stage for specialists and researchers who are occupied with

successful authority styles in the organization.

Initially, the development of transformational and value-based practices presented by

Bass (1985) is clarified. Secondly, both organizational and leadership adequacy that are the

reliant variables of this research study is conferred about. Third, forecasts about business related

individual results are determined, for example, worker fulfillment and responsibility to

leadership utilizing distinctive leadership practices in the organizations.



A model of transformational transactional leadership

Transformational leadership alludes to the pioneer moving the supporter past quick self-

intrigues through glorified impact (charm), motivation, scholarly incitement, or individualized

thought. It raises the adherent's level of development and standards and in addition attentiveness

toward accomplishment, self realization, and the prosperity of others, the association, and

society. Admired impact and helpful administration are shown when the pioneer imagines an

alluring future, explains how it can be come to, sets a sample to be taken after, sets elevated

requirements of execution, and shows determination and certainty. Devotees need to relate to

such initiative. Scholarly incitement is shown when the pioneer helps supporters to end up more

inventive and imaginative. Individualized thought is shown when pioneers pay consideration on

the formative needs of devotees and bolster and mentor the advancement of their supporters

(Northouse, 2001).

Then again, value-based on the characteristics of transformational leadership alludes to

the exchange affiliation between the pioneer and devotee to meet their own particular self-

intrigues. It may take the type of unexpected prize in which the pioneer elucidates for the

devotee through heading or\ investment what the supporter needs to do to be compensated for the

exertion. It may take the type of dynamic administration by-special case, in which the pioneer

screens the supporter's execution and makes restorative move if the adherent neglects to meet

guidelines. Also, it may take the type of inactive leadership, in which the pioneer hones aloof

waiting so as to oversee by-special case for issues to emerge before making remedial move or is



free enterprise and abstains from making any move (Bass, 1985, 1998, 1999; Burns, 1978;

Yammarino et al., 1993; Northouse, 2001).

Leadership effectiveness

The meaning of leadership and organizational viability contrasts from researcher to

researcher; one noteworthy distinction is the sort of consequence or result chose as the adequacy

paradigm (Yukl, 1989). The results incorporate such differing things as gathering execution,

achievement of gathering objectives, bunch survival, bunch development, bunch readiness, and

gathering ability to manage emergencies, subordinate fulfillment with the pioneer, subordinate

duty to gathering objectives, the mental prosperity and advancement of gathering individuals,

and the pioneer's maintenance of status in the gathering.

The most ordinarily utilized measure of leadership adequacy is the degree to which the

pioneer's gathering or association performs its errand effectively and achieves its objectives. At

times, target measures of execution or objective fulfillment are accessible, for example, benefit

development, overall revenue, deals build, piece of the overall industry, deals with respect to

focused deals, rate of profitability, efficiency, cost per unit of yield, and so on. In different cases,

subjective evaluations of pioneer viability are gotten from the pioneer's bosses, companions, or

subordinates. In this study, pioneer adequacy was assessed using the subscales from the Job

Descriptive Index (JDI), subordinate fulfillment with management and work (Yukl, 1989).

Organizational effectiveness



Organizational viability has served as a binding together subject for over a century of

exploration on the leadership and outline of associations, yet no all inclusive theory has created

(Lewin and Minton, 1986). A few models have risen for the investigation of organizational

adequacy, each of which has an extraordinary accentuation including the objective model (Price,

1972), the authenticity model (Zammuto, 1982), the key electorate model (Connolly et al., 1980)

and the framework asset model (Yuchtman and Seashore, 1987).

For the reasons of this examination, organizational viability is characterized as the degree

to which an association, by the utilization of specific assets, satisfies its goals without draining

its assets and without setting undue strain upon its individuals and/or society.

In this research study, organizational viability was assessed by measuring the dedication

of subordinates to the association. Support for evaluating so as to measure leadership viability

and organizational responsibility is found in the examination led by Likert (1961, 1967), Steers

(1977), Hunt et al. (1985), Hersey and Blanchard (1988), Allen and Meyer (1990) and Wilson

(1996).

Research on leader behaviors and effectiveness

Transformational leadership produces more prominent impacts than transactional leadership

(Bass and Avolio, 1990; Northouse, 2001; Dvir et al., 2002; Waldman et al., 2001). While

transactional leadership results in expected results, transformational leadership results in

execution that goes well past what is normal (see Figure 1). In a meta-examination of 39 studies

in the transformational leadership studies, as per Lowe et al. (1996) found that people who



showed transformational leadership were seen to be more viable pioneers with preferable work

results over were people who displayed just transactional leadership. These discoveries were

valid for higher and lower level pioneers and in addition for pioneers openly and private settings.

Transformational leadership moves devotees to fulfill more than anticipated. They get to be

spurred to rise above their own self-intrigues for the benefit of the gathering or association (Bass

and Avolio, 1990; Northouse, 2001; Shamir, 1995). Tracey and Hinkin (1994, 1996),

Borchgrevink and Boster (1998) and Testa (2002) tried to clarify the way of transformational

leadership in the business. According to the Tracey and Hinkin considered the traditional

leadership methodology, of administration by control, to be unsatisfactory for the friendliness

business. Since ceaseless change is inescapable, they supported administration for adjustment

through the utilization of transformational leadership.

Satisfaction of subordinates with supervision and leadership behaviorThe subordinates' fulfillment with their leader in organization has been observed to be

identified with the initiative conduct utilized by administrators (Rahim, 1989; -Smith, 1995,

1999; Ugboro and Obeng, 2000; Yukl, 1989). According to the Lowe et al. (1996) performed 33

autonomous experimental studies utilizing the Multifactor Leadership Questionnaire (MLQ) to

contemplate the connections between authority styles and administration adequacy. They

presumed that there was an in number positive relationship between's every one of the parts of

transformational authority and subordinate fulfillment with supervision. It was relied upon to

find that subordinate fulfillment with management is decidedly identified with transformational

leadership practices utilized in the organizations.



Subordinate’s satisfaction with work and leadership behavior

McNeese-Smith (1995, 1997, and 1999) demonstrated that leadership practices are absolutely

identified with occupation fulfillment. Bryman (1992) and Bass and Avolio (1994) found that all

parts of transformational initiative were identified with subordinate work fulfillment. It was

required to find that subordinate fulfillment at work is emphatically connected with

transformational leadership.

Subordinate’s commitment and leadership behaviorResearch on the impacts of administration practices and authoritative responsibility has

demonstrated that transformational pioneers create higher duty from supporters (Avolio, 1999;

Bass, 1998; Howell and Avolio, 1993; Bycio et al., 1995; Simon, 1994; Testa, 2002). It was

conversely expected that all transformational authority segments would be found to significantly

affect subordinate responsibility to the organization.

Study limitations and recommendations for future researchThe research study is liable to a few constraints that could be endeavored in future

exploration. To start with, a few qualities of the organization may have influenced the

discoveries, for example, their source of financing. Whether they had remote or neighborhood

financing may have influenced their organizational culture, which thusly could impact their

leadership styles.

The findings of this research study highlight the effect of transformational leadership on

leadership adequacy and organizational viability. Future research studies could address this



inquiry. Longitudinal examination could illuminate how the relationship between

transformational leadership and adequacy works after some time. Without a doubt, changes

would happen in how transformational leadership and hierarchical and organizational viability

interweave through such different stages in the life cycle of an association as development,

decrease, mergers and so on. For instance, Baliga and Hunt (1988) have suggested that

transformational leadership is most essential amid the conception, development and rejuvenation

phases of an association.



Discussion

In this research study, the impacts of leadership practices on organizational viability and

leadership adequacy were engaged. It was found that organization and leadership adequacy were

firmly influenced by leadership practices. Every one of the segments of transformational

leadership that are glorified impact (credited), romanticized impact (conduct), persuasive

inspiration, scholarly incitement, and individualized thought are connected emphatically to both

leadership and organizational viability while the free enterprise authority methodology is

connected adversely. These discoveries are steady with past exploration recommending that

transformational leadership is absolutely associated with subordinate fulfillment, responsibility

and execution in a larger part of the studies, while laissez-faire leadership brought about lower

fulfillment, duty, and execution (Bass and Avolio, 2000).

In this research study, "singular consideration" has the most astounding positive

connection with the three ward variables: fulfillment with supervision, fulfillment with

occupation, and organizational responsibility. Lassiez-faire has the most elevated negative

relationship. At the point when pioneers practice individualized thought, they pay consideration

on their adherents' requirements, show compassion and support self-awareness and expression.

At the point when pioneers show comprehension and bolster, adherents are liable to be occupied

with and concentrate on their errands rather than on incidental stresses; they are prone to go out

on a limb and\ investigate new methodologies (Amabile, 1996; Deci and Ryan, 1985; Shamir et

al., 1993). Supporters' sentiments of upgraded skill, and their view of individual circumspection



and obligation, are liable to help their inborn inspiration (Deci and Ryan, 1985; Zhou and

Oldham, 2001; this thusly brings about elevated fulfillment and responsibility (Amabile, 1996).

On the off chance that subordinates see their supervisors as change operators who are great good

examples, who can make and lucid a reasonable vision for an association, who enable

subordinates to accomplish at higher benchmarks, who act in ways that make others need to trust

them, and who offer intending to authoritative life, it may build their own particular fulfillment

and responsibility. This consequently may prompt higher leadership and organizational viability.

Then again, depending on for the most part value-based or lassiez-faire leadership practices may

lower subordinate fulfillment and responsibility in the organization.

Transactional leadership may not give wanted results in associations to various reasons.

Some of these are: problematic execution examination frameworks, subjectively regulated prizes

and poor administrative aptitudes in indicating workers the pay for execution join. Moreover,

supervisors give compensates that are not saw by the supporters to be significant or essential. A

little boost in compensation, an individual letter from the supervisor, or work exchange may not

be what the representative needs as unforeseen prize. Until administrators comprehend the

representatives' longings, control rewards in an auspicious way, and stress the pay-execution

join, there is prone to be perplexity, vulnerability and insignificant value-based effect in pioneer

devotee connections.

An intriguing consequence of this research study was that organization with remote

speculation utilized a more transformational way to deal with authority, concentrating on the

needs and intentions of workers though about value-based methodology, concentrating on



particular tenets, strategies and approaches for taking care of unsurprising matters and making

restorative move just where there has been a deviation from the guidelines or systems. Since

ecological vulnerability debilitates an association's viability, chiefs will attempt to minimize it.

One approach to diminish natural instability is through conformity in the association's structure.

The more noteworthy the instability, the more an association needs the adaptability offered by a

natural configuration. An organic association is a profoundly versatile and adaptable structure in

which representatives are exceptionally prepared and engaged to handle differing occupation

exercises and issues, require negligible formal guidelines and minimal direct supervision. These

discoveries are steady with the past exploration expressing that transactional leadership will

probably show up in robotic associations than in organic associations and value-based authority

methodology can be successful where the authoritative environment is steady and unsurprising

yet a more transformational methodology is upheld where the issues confronted are not routine

(Bass, 1985; Valle, 1999).

While summarizing, if the organization needs to succeed in a quickly changing business

environment, it is better for supervisors to utilize transformational leadership practices as

opposed to value-based and laissez-faire leadership approaches. Directors who exhibit these

practices effectively will expand the achievement of their association.



ConclusionSupervisors use different leadership styles to impact subordinates and to complete things

in the workplace. Carrying on in ways that rouse and motivate people around them, paying

consideration on every individual's requirements for accomplishment and development, making a

steady leadership atmosphere, perceiving singular contrasts as far as necessities and yearnings,

empowering a two-path trade in correspondence, and effectively listening to subordinates'

worries and conclusions are samples of transformational leadership practices that are

relationship-situated. Then again, rebuffing and pulling back prizes or advancements are samples

of value-based initiative practices that are errand arranged. Shirking or nonappearance of

authority is the free enterprise approach. Depending on either the free enterprise style of

authority by taking a "hands-offlet-thing-ride" approach or the value-based style of

administration by saying "I am the better than these representatives and can rebuff them in the

event that they ignore" may bring about negative impacts in associations. As indicated by the

examination on initiative practices, including this exploration, such conduct may prompt low

fulfillment and duty in subordinates, damage and a high turnover rate. Then again, utilizing for

the most part transformational leadership practices may bring about constructive outcomes, for

example, high fulfillment and responsibility, high inspiration and high profitability levels in

subordinates.

The findings of this research study have a few viable ramifications. In the first place, the

outcomes propose the requirement for more transformational pioneers in friendliness

associations. Since transformational leadership has been appeared to be decidedly related with



subordinates' dedication and fulfillment, chiefs of utilizing it will expand their association's

execution. Second, if transformational initiative can be taught to people at all levels inside of an

association, it can emphatically influence an association's execution (Bass and Avolio, 1990;

Pounder, 2003). At long last, it can be utilized as a part of enrollment, determination,

advancement, preparing, and improvement. Transformational leadership can likewise be utilized

as a part of enhancing group improvement, in choice making gatherings, and in managing quality

activities and revamping (Bass and Avolio, 1994). A few noteworthy conclusions rising up out of

this study can be expressed. Administrators in an organization ought to attempt to:

Implement transformational leadership practices instead of value-based leadership

practices and evade laissez-faire approach;

Make a target or vision giving supporters a feeling of personality and significance inside

of the association;

Ended up solid good examples for their supporters by creating set of good values and

communicating solid goals;

Become a change operators who start and actualize new bearings inside of associations;

and

Give a strong atmosphere in which they listen precisely to the individual needs of

supporters and go about as mentors and consultants while attempting to help people in

turning out to be completely realized.

Leadership is at the core of powerful management. Whether deliberate or accidental, the

activities and dispositions of those in positions of power influence the activities and states of



mind of workers. This research study has given convincing confirmation to the significance of

proceeding with the endeavors to comprehend the way of the initiative practices adequacy

association. In the event that we are to succeed in our endeavors to manufacture sound,

economical associations, we must keep on putting resources into the advancement of

transformational leaderships who comprehend and regard the general population that are at the

heart of their success. In decision, directors in associations ought to be aware of their leadership

styles. Moreover, to look which initiative conduct is compelling in which leadership level and in

which employment, to perceive how endeavors to adjust leadership styles influence leadership

and organizational adequacy, and to take some restorative measures when authority conduct does

not coordinate organizational prerequisites will prompt organizational achievement in changing

business environment.



REFERENCESAllen, N.J. and Meyer, J.P. (1990), “The measurement and antecedents of affective, continuance

and normative commitment to the organization”, Journal of Occupational Psychology,

Vol. 63 No. 1, pp. 1-18.

Amabile, T.M. (1996), Creativity in Context: Update to the Social Psychology of Creativity,

Westview, Boulder, CO.

Avolio, B. (1999), Full Leadership Development: Building the Vital Forces in Organizations,

Sage, Thousand Oaks, CA.

Avolio, B., Bass, B.M. and Jung, D.I. (1999), “Re-examining the components of

transformational and transactional leadership using the multifactor leadership

questionnaire”, Journal of Occupational and Organizational Psychology, Vol. 72 No. 4,

pp. 441-62.

Baliga, B.R. and Hunt, J.G. (1988), “An organizational life cycle approach to leadership”, in

Hunt, J.G., Baliga, B.R., Dachler, H.P. and Schriesheim, C.A. (Eds), Emerging

Leadership, Heath, Lexington, MA, pp. 129-49.

Bass, B.M. (1985), Leadership and Performance beyond Expectations, Free Press, New York,

NY.

Bass, B.M. (1990), “From transactional to transformational leadership: learning to share the

vision”, Organizational Dynamics, Vol. 18 No. 3, pp. 19-31.

Bass, B.M. (1998), Transformational Leadership: Industrial, Military and Educational Impact,

Lawrence Erlbaum, Mahwah, NJ.



Bass, B.M. (1999), “Two decades of research and development in transformational leadership”,

European Journal of Work and Organizational Psychology, Vol. 8 No. 1, pp. 9-32.

Bass, B.M. and Avolio, B.J. (1990), “The implications of transactional and transformational

leadership for individual, team, and organizational development”, Research in

Organizational Change and Development, Vol. 4 No. 1, p. 231.

Bass, B. and Avolio, B. (1993), “Transformational leadership: a response to critiques”, in

Chemers, M. and Ayman, R. (Eds), Leadership Theory and Research: Perspectives and

Directions, Academic Press, San Diego, CA, pp. 269-86.

Bass, B. and Avolio, B. (1994), Improving Organizational Effectiveness through

Transformational Leadership, Sage Publications, Thousands Oaks, CA.

Bass, B.M. and Avolio, B.J. (1995), MLQ Multifactor Leadership Questionnaire: Technical

Report,Mind Garden, Redwood City, CA.

Bass, B.M. and Avolio, B.J. (2000), Effects on Platoon Readiness of

Transformational/Transactional Platoon Leadership, US Army Research Institute

for the Behavioral and Social Sciences, Orlando, FL.

Bass, B.M., Waldman, D.A., Avolio, B.J. and Bebb, M. (1987), “Transformational leaders: the

falling dominoes effect”, Group and Organization Studies, Vol. 12 No. 1, pp. 73-

87.

Borchgrevink, C.P. and Boster, F.J. (1998), “Leader-member exchange and interpersonal

relationships: construct validity and path model”, The Journal of Hospitality and

Leisure Marketing, Vol. 5 No. 1, pp. 53-80.

Brown, S.P. and Peterson, R.A. (1993), “Antecedents and consequences of salesperson job



satisfaction: a meta-analysis”, Journal of Marketing Research, Vol. 30 No. 1, pp.

63-77.

Bryman, A. (1992), Charisma and Leadership in Organizations, Sage, Newbury Park, CA.

Burns, J.M. (1978), Leadership, Harper and Row, New York, NY.



Bycio, P., Hackett, R.D. and Allen, J.S. (1995), “Further assessment of Bass’s (1985)

conceptualization of transactional and transformational leadership”, Journal of Applied

Psychology, Vol. 80 No. 4, pp. 468-78.

Conger, J.A., Kanungo, R.N. and Menon, S.T. (2000), “Charismatic leadership and follower

effects”, Journal of Organizational Behavior, Vol. 21 No. 7, pp. 747-67.

Connolly, T., Conlon, E.J. and Deutch, S.J. (1980), “Organizational effectiveness: a multiple

constituency approach”, Academy of Management Review, Vol. 5 No. 2, pp.

211-7.

Deci, E.L. and Ryan, R.M. (1985), Intrinsic Motivation and Self-Determination in Human

Behavior, Plenum Press, New York, NY.

Den Hartog, D.N., Van Muijen, J.J. and Koopman, P.L. (1997), “Transactional versus

transformational leadership: an analysis of the MLQ”, Journal of Occupational

and Organizational Psychology, Vol. 70 No. 1, pp. 19-34.

Dvir, T., Eden, D., Avolio, B.J. and Shamir, B. (2002), “Impact of transformational leadership on

follower development and performance: a field experiment”, Academy of Management

Journal, Vol. 45 No. 4, pp. 735-44.

Fornell, C. and Larker, D. (1981), “Evaluating structural equation models with unobservable

variables and measurement error”, Journal of Marketing Research, Vol. 18 No. 1, pp. 39

-50.

Gibson, J.L., Ivancevich, J.M. and Donnelly, J.H. (1997), Organizations: Behavior, Structure,

Process, Rob Zwettler, New York, NY.

Hersey, P. and Blanchard, K.H. (1988), Management of Organizational Behavior, Prentice-Hall,



Englewood Cliffs, NJ.

Howell, J.M. and Avolio, B.J. (1993), “Transformational leadership, transactional leadership,

locus of control, and support for innovation: key predictors of consolidated-

business-unit performance”, Journal of Applied Psychology, Vol. 78 No. 6, pp. 891-

902.

Howell, J. and Hall-Marenda, K. (1999), “The ties that bind: the impact of leader-member

exchange, transformational and transactional leadership, and distance on predicting

follower performance”, Journal of Applied Psychology, Vol. 84 No. 5, pp. 680-94.

Hunt, S.D., Lawrence, B., Chonko, L.B. and Wood, V.R. (1985), “Organizational commitment

and marketing”, Journal of Marketing, Vol. 49 No. 1, pp. 112-26.

Lewin, A.Y. and Minton, J.W. (1986), “Determining organizational effectiveness”, Management

Science, Vol. 32 No. 5, pp. 514-38.

Likert, R.L. (1961), New Patterns of Management, McGraw-Hill, New York, NY.

Likert, R.L. (1967), The Human Organization: Its Management and Value, McGraw-Hill Book

Co., New York, NY.

Lowe, K.B., Kroeck, K. and Sivasubramaniam, N. (1996), “Effectiveness correlates of

transformational and transactional leadership: a meta-analytic review of the MLQ

literature”, Leadership Quarterly, Vol. 7 No. 3, pp. 385-426.

McNeese-Smith, D.K. (1995), “Job satisfaction, productivity and organizational commitment,

the result of leadership”, Journal of Nursing Administration, Vol. 25 No. 9, pp.

17-26.

McNeese-Smith, D.K. (1997), “The influence of manager behavior on nurses’ job satisfaction,



productivity and commitment”, Journal of Nursing Administration, Vol. 27 No. 9, pp. 47-

55.

McNeese-Smith, D.K. (1999), “A content analysis of staff nurse descriptions of job satisfaction

and dissatisfaction”, Journal of Advanced Nursing, Vol. 29 No. 6, pp. 1332-41.

Mullins, L.J. (1992), Hospitality Management: A Human Resource Approach, Pitman, London.

Northouse, P.G. (2001), Leadership Theory and Practice, 2nd ed., Sage Publications, Thousand

Oaks, CA.

Pittaway, L., Carmouche, R. and Chell, E. (1998), “The way forward: leadership research in the

hospitality industry”, Hospitality Management, Vol. 17 No. 3, pp. 407-26.

Pounder, J.S. (2003), “Employing transformational leadership to enhance the quality of

management development instruction”, Journal of Management Development, Vol. 22

No. 1, pp. 6-13.

Price, J.L. (1972), “The study of organizational effectiveness”, Sociological Quarterly, Vol. 13

No. 1, pp. 3-15.

Rahim, M.A. (1989), “Relationships of leader power to compliance and satisfaction with

supervision: evidence from a national sample of managers”, Journal of Management, Vol. 15 No.

4, pp. 545-56.

Shamir, B. (1995), “Social distance and charisma: theoretical notes and an exploratory study”,

Leadership Quarterly, Vol. 6 No. 1, pp. 19-47.

Shamir, B., House, R.J. and Arthur, M.B. (1993), “The motivational effects of charismatic

leadership: a self-concept based theory”, Organizational Science, Vol. 4 No. 4, pp. 577-

94.



Simon, L. (1994), “Trust in leadership: its dimensions and mediating role”, unpublished doctoral

dissertation, Kansas State University, Manhattan, KS.

Slattery, P. and Olsen, M.D. (1984), “Hospitality organizations and their environment”,

International Journal of Hospitality Management, Vol. 3 No. 2, pp. 55-61.

Steers, R.M. (1977), “Antecedents and outcomes of organizational commitment”, Administrative

Science Quarterly, Vol. 22 No. 1, pp. 46-56.

Steers, R.M. and Spencer, D.G. (1977), “The role of achievement motivation in job design”,

Journal of Applied Psychology, Vol. 62 No. 4, pp. 472-9.

Testa, M.R. (2002), “Leadership dyads in the cruise industry: the impact of cultural congruency”,

International Journal of Hospitality Management, Vol. 21 No. 4, pp. 425-42.

Tracey, J.B. and Hinkin, T.R. (1994), “Transformational leaders in the hospitality industry”,

Cornell HRA Quarterly, Vol. 35 No. 2, pp. 18-24.

Tracey, J.B. and Hinkin, T.R. (1996), “How transformational leaders lead in the hospitality

industry”, International Journal of Hospitality Management, Vol. 15 No. 2, pp. 165-77.

Ugboro, I. and Obeng, K. (2000), “Top management leadership, employee empowerment, job

satisfaction, and customer satisfaction in TQM organizations: an empirical study”,

Journal of Quality Management, Vol. 5 No. 1, pp. 247-72.

Valle, M. (1999), “Crisis, culture and charisma: the new leader’s work in public organizations”,

Public Personnel Management, Vol. 28 No. 2, pp. 245-58.

Waldman, D.A., Ramirez, G.G., House, R.J. and Puranam, P. (2001), “Does leadership matter?

CEO leadership attributes and profitability under conditions of perceived environmental

uncertainty”, Academy of Management Journal, Vol. 44 No. 1, pp. 134-43.



Wilson, T.C. (1996), An Investigation of Commitment Among Jamaican Workers at a Church

Affiliated College, Nova Southeastern University, Davie, FL.

Yammarino, F., Spangler, W. and Bass, B. (1993), “Transformational leadership and

performance: a longitudinal investigation”, Leadership Quarterly, Vol. 4 No. 1, pp. 81-

102.

Yuchtman, E. and Seashore, S.E. (1987), “A system resource approach to organizational

effectiveness”, American Sociological Review, Vol. 32 No. 6, pp. 891-903.

Yukl, G.A. (1989), Leadership in Organizations, 2nd ed., Prentice-Hall, Englewood Cliffs, NJ.

Yukl, G.A. (1994), Leadership in Organizations, Prentice-Hall, Englewood Cliffs, NJ.

Zammuto, R.F. (1982), Assessing Organizational Effectiveness: Systems Change, Adaptation

and Strategy, State University of New York Press, Albany, NY.

Zhao, J.L. and Merna, K.M. (1992), “Impact analysis and the international environment”, in

Teare, R. and Olsen, M. (Eds), International Hospitality Management, Pitman, New

York, NY, pp. 3-30.

Zhou, J. and Oldham, G.R. (2001), “Enhancing creative performance: effects of expected

developmental assessment strategies and creative personality”, Journal of Creative

Behavior, Vol. 35 No. 3, pp. 151-67.

Impact of transformational leadership

Leadership & Management

Transcript of Impact of transformational leadership