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Abstract
This study examines the effects of transformational leadership on subordinates’ extra effort in the unique case of the Swiss Armed Forces’ militia system. The transformational leadership style of 201 superiors who were perceived as outstanding was examined in a first study using the German version of the Multifactor Leadership Questionnaire (MLQ-5X). Relationships of transformational leadership with subordinates’ extra effort were found to be differentially moderated by “command structure” depending on whether the subordinates were militia personnel or military professionals. For military professionals, all components of transformational leadership on the part of lower-ranking superiors had a positive effect on subordinates’ extra effort. For militia personnel, only the interaction between “command structure” and idealized influence increased subordinates’ extra effort. A second study of 51 platoon leaders supported the augmentation effect postulated by transformational leadership theory.
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Hannah ST, Uhl-Bien M, Avolio BJ, Cavarretta FL. A framework for examining leadership in extreme contexts. LEADERSHIP QUARTERLY 2009. [DOI: 10.1016/j.leaqua.2009.09.006] [Citation(s) in RCA: 345] [Impact Index Per Article: 23.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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Hannah ST, Lester PB. A multilevel approach to building and leading learning organizations. LEADERSHIP QUARTERLY 2009. [DOI: 10.1016/j.leaqua.2008.11.003] [Citation(s) in RCA: 130] [Impact Index Per Article: 8.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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