Transformational and contingent reward leadership: Individual, dyad, and group levels of analysis

Comparing models of follower outcomes: destructive and constructive leader behavior

Purpose

To provide evidence-based recommendations on the types of leader behaviors organizations should target for a better return on leader training investment the authors draw on the destructive and constructive leadership behavior model and the bad is stronger than good proposition to examine the following question: Compared to constructive leader behavior, does destructive leader behavior have a greater effect on follower outcomes or is something more nuanced occurring?

Design/methodology/approach

The authors used Qualtrics online panels to collect data (N = 211 and N = 342) from full-time office-based participants. They used multivariate latent regression and dominance weights analyses to examine the relative strength of destructive versus constructive leader behaviors on followers' satisfaction with leader, and task performance.

Findings

Across both samples, leader hypocrisy and leader social undermining had relatively stronger effects on follower satisfaction with leader. Leader knowledge hiding had a relatively strong effect on follower task performance. Leader ethical conduct had the strongest association with follower satisfaction with leader in both samples. Hence, the authors' results were aligned with the bad is stronger than good proposition.

Originality/value

The authors' show that white-collar organizations can benefit from improved follower attitudes and performance by reducing leader hypocrisy and social undermining (destructive behavior) while simultaneously promoting leader ethical conduct (constructive behavior).

Effects of leadership and reward systems on employees' motivation and job satisfaction: an application to the Portuguese textile industry

Purpose

This study explores the perception of employees in textile industry firms in Northern Portugal regarding the influence of leadership and reward systems (RS) on their motivation (intrinsic and extrinsic) and job satisfaction (JS).

Design/methodology/approach

A questionnaire was addressed to the employees of 12 firms, obtaining a sample of 256 valid responses, for which a structural equation model was estimated.

Findings

The results showed that leadership and RS influence JS only through the mediating effects of intrinsic and extrinsic motivation.

Originality/value

This study makes empirical and theoretical contributions, testing the relationship between leadership and employees' JS and how this relationship can be mediated by RS, and motivation – both intrinsic and extrinsic. Moreover, this study was conducted in Portugal, country where these issues have not been researched jointly before.

THE IMPACT OF LEADERSHIP STYLES AND THE COMPONENTS OF LEADERSHIP STYLES ON INNOVATIVE BEHAVIOUR

The study on which this paper is based examined the effect of transformational and transactional leadership styles as well as the effect of each component of transformational and transactional leadership on innovative behaviour. A sample of 3 180 respondents from 52 South African companies participated in this research. Two main hypotheses and six sub-hypotheses were tested using multiple regression analysis with and without interaction terms. The results indicate that it is useful to utilise both transformational and transactional leadership styles to enhance employees' innovative behaviour. The study substantiated the expected positive relationship between transformational and transactional leadership style and innovative behaviour. Furthermore, the results showed that amongst the components of these leadership styles, inspirational motivation, intellectual stimulation and contingent reward positively influence innovative behaviour. The results showed no relationship between individual consideration, management-by-exception and innovative behaviour. Contrary to expectations, the results revealed a negative relationship between idealised influence and innovative behaviour. Recommendations and suggestions for further research are provided.

The Role of Transformational and Transactional Leadership in Creating, Sharing and Exploiting Organizational Knowledge

Strategy scholars have argued that managing knowledge effectively can provide firms with sustainable competitive advantages. Leaders are central to the process of managing knowledge effectively. Managing knowledge includes three key processes: creating, sharing, and exploiting knowledge. Leaders are central to each of these processes at multiple levels of the firm. Examining the role of leadership in converting knowledge into competitive advantages is important to our understanding of leaders and organizations. Transformational leadership may be more effective at creating and sharing knowledge at the individual and group levels, while transactional leadership is more effective at exploiting knowledge at the organizational level. This paper begins to integrate the transformational leadership literature with the organizational knowledge literature.

Individualized Leadership

In this article, we describe Individualized Leadership. The development, overview, and extensions of individualized leadership are presented. In particular, we focus on the one-to-one relationship between a superior and a specific subordinate, involving (1) the supervisor's investments in and returns from the subordinate, and (2) the subordinate's investments in and returns from the superior. Key variables involved are providing support for a subordinate's feelings of self-worth by a superior, and providing satisfying performance to a superior by a subordinate. These variables and their association operate in terms of whole dyads; i.e., agreement within a superior-subordinate dyad and differences between multiple dyads reflect, "individualized leadership. " Implications for future research are discussed throughout.

Self-Other Rating Agreement in Mentoring

This study used Atwater and Yammarino’s (1997) self-other rating agreement process model to examine whether mentor-protégé agreement regarding mentor transformational leadership would influence mentoring functions (i.e., psychosocial support and career development) and protégé outcomes (i.e., career satisfaction, job satisfaction, desired aspirations, enacted aspirations). Mentors in 217 mentor-protégé dyads were classified as over-estimators, under-estimators, in-agreement/poor, or in-agreement/good based on the difference between mentor's self-rating and protégé’s rating of mentor’s transformational leadership. Results of multivariate analysis of covariance indicated that protégés in over-estimator dyads reported the lowest levels of psychosocial support and career satisfaction. Protégés in under-estimator dyads reported higher levels of psychosocial support, career development, and enacted aspirations than in-agreement/poor and over-estimator dyads. Protégés in in-agreement/good dyads reported higher levels of psychosocial support than in-agreement/poor and over-estimator dyads. The practical implications of these results are discussed.

A Longitudinal Model of the Effects of Team Leadership and Group Potency on Group Performance

In the current study, the authors examine how leadership within a team predicts levels of group potency and group performance over time. The authors predict that groups that rated themselves high on transformational team leadership behaviors soon after the groups were formed would see themselves as being more potent over time and also would achieve a higher level of group performance. These predictions were confirmed. The implications of the current study for further research on leadership within teams are discussed.

Does Mentor-Protégé Agreement on Mentor Leadership Behavior Influence the Quality of a Mentoring Relationship?

This study examined whether mentor-protégé agreement regarding mentor transformational leadership behavior would influence the quality of mentoring relationships. Mentors in 199 mentor-protégé dyads were classified as overestimators, underestimators, or in agreement based on the difference between mentor’s self-rating and protégé’s rating of mentor’s transformational leadership behaviors. Results of multivariate analysis of variance indicated that underestimator dyads experience the highest quality of mentoring relationships in terms of psychosocial support received, career development, and perceived mentoring effectiveness. The practical implications of these findings are discussed.

Transformational Leadership in India

This article reports on three studies that used a combination of methods to develop a measure of transformational leadership in India. The grounded theory approach was followed for generating the initial item-pool ( n = 250). In the second study ( n = 379), an exploratory factor analysis was conducted, followed by a confirmatory factor analysis, which resulted in a six-factor model. The factors show support for both universal as well as unique cultural dimensions. In the third study ( n = 202; 101 manager—subordinate dyads) survey data were collected and support was found for sound psychometric properties of the new scale, including incremental, discriminant, convergent, and predictive validity. The new scale explained significant variance over and above the variance explained by the currently existing scale for measuring transformational leadership.

Leadership styles and organizational commitment: literature review

Purpose

– The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment.

Design/methodology/approach

– This is a systematic literature review.

Findings

– This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment.

Originality/value

– Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

The Divergent Effects of Transformational Leadership on Individual and Team Innovation

Transformational leadership has consistently been argued to enhance team innovation, yet related research has generated ambiguous findings. We suggest that our understanding of leader impact on innovation would benefit from explicitly recognizing both group- and individual-focused transformational leadership dimensions and their distinct effects on team and individual innovation. In particular, we predict a novel contrasting effect in which group-focused transformational leader behavior has a positive impact on team innovation but a negative impact on individual innovation. We further argue that this divergence in leader effect is strengthened by task interdependence, which enhances the negative effects of group-level transformational leadership on individual innovation. Data from 195 members of 56 teams support our predicted pathways, which contribute to a clearer understanding of the complex, multilevel effects of leadership in innovation in teams, and highlight the importance of differentiating between team and individual leader dimensions and outcomes.

Crossing levels in systems ergonomics: a framework to support 'mesoergonomic' inquiry

In this paper we elaborate and articulate the need for what has been termed 'mesoergonomics'. In particular, we argue that the concept has the potential to bridge the gap between, and integrate, established work within the domains of micro- and macroergonomics. Mesoergonomics is defined as an open systems approach to human factors and ergonomics (HFE) theory and research whereby the relationship between variables in at least two different system levels or echelons is studied, and where the dependent variables are human factors and ergonomic constructs. We present a framework which can be used to structure a set of questions for future work and prompt further empirical and conceptual inquiry. The framework consists of four steps: (1) establishing the purpose of the mesoergonomic investigation; (2) selecting human factors and ergonomics variables; (3) selecting a specific type of mesoergonomic investigation; and (4) establishing relationships between system levels. In addition, we describe two case studies which illustrate the workings of the framework and the value of adopting a mesoergonomic perspective within HFE. The paper concludes with a set of issues which could form part of a future agenda for research within systems ergonomics.

Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research

Although transformational leadership has been studied extensively, the magnitude of the relationship between transformational leadership and follower performance across criterion types and levels of analysis remains unclear. Based on 117 independent samples over 113 primary studies, the current meta-analytic study showed that transformational leadership was positively related to individual-level follower performance across criterion types, with a stronger relationship for contextual performance than for task performance across most study settings. In addition, transformational leadership was positively related to performance at the team and organization levels. Moreover, both meta-analytic regression and relative importance analyses consistently showed that transformational leadership had an augmentation effect over transactional leadership (contingent reward) in predicting individual-level contextual performance and team-level performance. Contrary to our expectation, however, no augmentation effect of transformational leadership over contingent reward was found in predicting individual-level task performance. Instead, contingent reward explained incremental variance in individual-level task performance beyond that explained by transformational leadership.

Mediating Role of Creative Identity in the Influence of Transformational Leadership on Creativity: Is There a Multilevel Effect?

In this study, the authors examined the relationships among transformational leadership, creative identity, and creativity from a multilevel perspective. They found that individual-level transformational leadership positively affected employees’ individual creativity indirectly through individual creative identity. Group creative identity instead mediated the relationship between group-level transformational leadership and group creativity. In addition, group creative identity mediated the relationship between group-level transformational leadership and individual creative identity. Theoretical and practical implications are discussed.

Einflussfaktoren auf die Wahrnehmung von Führung

Führungsverhalten wird meistens anhand von Befragungen der Geführten erfasst. Eine häufig vernachlässigte Frage bezieht sich in diesem Zusammenhang darauf, inwieweit solche Befragungen das tatsächliche Verhalten der evaluierten Führungskraft oder vielmehr die Wahrnehmungsschemata und -stereotypen der Geführten widerspiegeln. Da Befragungen von Geführten oft als Ausgangspunkt für Feedback an eine Führungskraft und für deren Training verwendet werden, wären oben beschriebene Verzerrungstendenzen als problematisch anzusehen. Dieser Beitrag geht der Frage nach, welche Faktoren neben dem tatsächlichen Verhalten der eigenen Führungskraft die Wahrnehmung von Führungsverhalten beeinflussen. Die bisherige Forschung weist in diesem Zusammenhang auf drei wesentliche Faktoren hin: die Persönlichkeit der MitarbeiterInnen, ihre impliziten Führungstheorien und ihre aktuelle Stimmung. In der Diskussion werden Empfehlungen für zukünftige Forschung und die Praxis abgeleitet.