Transformational and transactional leadership: An analysis of the leader-follower relationship and their influence in the workplace

The intent of this research project is to identify connections between championed models and strategies of transformational leadership relative to the purported roles of both would-be leaders and followers. The value of this qualitative study is its contribution to an existing body of research that seeks to turn transformational leadership theory into a practical, implementable strategy. Resources reviewed in this qualitative study were academic journals, materials used in master’s program course-work, articles in favor of transformational leadership theory, and the works of authors critical of the applicability of said method. This study concludes that while transformational leadership theory is fitting for the modern audience, it is flawed in its assumption that traits of the leader will have transformational effects upon the follower. The recommendation is that sociologists use transformational leadership theory as a launching point, spending more resources on examining the role of the proactive follower in modern leadership strategies

Applying transformational leadership theory to coaching research in youth sport: A systematic literature review

There is growing recognition that Transformational Leadership theory (TFL) holds significant potential for coaching research in youth sport. While the existing literature offers insight into the types of athlete outcomes that are associated with TFL, studies evaluating how these outcomes can be acquired are limited. The purpose of the present study was to synthesise and integrate research across a variety of disciplines (e.g. organisational psychology, health care and promotion, education, and sport and exercise psychology) examining the processes by which TFL influences followers’ (i.e. employees, students, patients, athletes, etc.) psychosocial development. A systematic search was conducted of six electronic databases covering a wide range of disciplines. Peer-reviewed, original studies published in English were included in this review. The initial search yielded 2077 papers, of which 151 met the selection criteria and were retained for analysis. A descriptive, content analysis-based approach was used to assess emerging patterns in research design and study findings. Results revealed numerous processes at the intrapersonal, interpersonal, and environmental levels that contributed to the relationships between TFL and follower development. A conceptual model of these processes is proposed, along with recommendations for future coaching research in youth sport

21st Century Transformational Leadership: The Neo-Stereotypical Phenomenon of a Black Female Principal

The purpose of this study was to examine the leadership perceptions of a Black female first year principal in a predominantly White private Christian school. For years, educational research and leadership models for school principals were theorized and constructed based on White men or those in the dominant group. This study is significant in that it sought to explore the perception of the leadership behaviors and dispositions of a Black female to determine if there was a correlation between the Transformational Leadership Theory and the emergent leadership style. In the qualitative tradition, this autoethnographic study used narrative inquiry to explore the phenomenon of my first year as a principal and examine the intersections of my race and gender that affect my leadership perceptions. The findings from the narrative data introduced a leadership model based on the emergence of the Neo-Stereotypic Black female leader and described the four dimensions; Neo-Mammy, Neo-Jezebel, Neo-Sapphire, and Neo-Matriarch. These dimensions were compared to the four dimensions of the Transformational Leadership Theory. This study identified a strong correlation between the perceived leadership behaviors of a Black female principal with that of the Transformational Leadership Theory

The Role of Transformational Leadership in Consulting: Case Studies in Leadership Consulting

Transformational leadership has been studied extensively since initially conceptualized as transforming leadership in 1978 by James MacGregor Burns. Later theorist built on Burns\u27 ideas, and transformational leadership has become one of the most extensively studied theories of Ieadership. Understanding transformational leadership theory is a key factor to applying the theory in the workplace. The case studies compiled for this Plan B paper investigate 10 leadership consultants from the Twin Cities area. Some of these leadership consultants may have formally studied transformational leadership theory while others intuitively possess transformational leadership characteristics in their work. With the information gathered from personal interviews with these leadership consultants, I shall explore to what extent transformational leadership is applied consciously by the Ieadership consultants as it relates to their consulting work

Transformational leadership : theory, research, and application to sports

Analyzing the influence of coaches on athlete performance and on the psychological experiences of team members (e.g., motivation, satisfaction, and cohesion) is a fascinating endeavor. Thus, it is not surprising that several authors have dedicated considerable effort to studying coaches’ mental representations and actions being proposed important conceptual models (Chelladurai, 1993; Côté, Salmela, Trudel, Baria, & Russell, 1995; Smoll & Smith, 1989; Jowett, 2007). Despite the unequivocal interest in these proposals, insufficient attention has been given to recent developments in leadership research, namely charismatic and transformational leadership (Bass, 1985; Burns, 1978; Conger & Kanungo, 1987; House, 1977). Therefore, analyzing the application of transformational leadership in sports contexts becomes important. Taking this need into consideration, this chapter aims to: (a) review the theoretical proposals and research conducted regarding charismatic/transformational leadership in several organizational contexts; (b) review the research conducted regarding transformational leadership in sports; and (c) propose conceptual, empirical, and practical guidelines concerning the application of transformational leadership in sports

The Application of Transformational Leadership Theory to Parenting: Questionnaire Development and Implications for Adolescent Self-Regulatory Efficacy and Life Satisfaction

We draw upon transformational leadership theory to develop an instrument to measure transformational parenting for use with adolescents. First, potential items were generated that were developmentally appropriate and evidence for content validity was provided through the use of focus groups with parents and adolescents. We subsequently provide evidence for several aspects of construct validity of measures derived from the Transformational Parenting Questionnaire (TPQ). Data were collected from 857 adolescents (Mage = 14.70 years), who rated the behaviors of their mothers and fathers. The results provided support for a second-order measurement model of transformational parenting. In addition, positive relationships between mothers’ and fathers’ transformational parenting behaviors, adolescents’ self-regulatory efficacy for physical activity and healthy eating, and life satisfaction were found. The results of this research support the application of transformational leadership theory to parenting behaviors, as well as the construct validity of measures derived from the TPQ. (AUTHORS' ABSTRACT

The Leadership of Ernestine Rose 1848-1860

In my final project l will explore the leadership of Ernestine Rose in the context of contemporary transformational leadership theory. Although Rose was heavily involved in both woman\u27s rights and social reform activities during her entire thirty-three year residence in the United States, I will focus on her woman\u27s rights leadership initiatives between 1848-1860. I will define transformational leadership and examine how it relates to a historical figure like Rose. I will also describe the status of the woman\u27s rights movement and Rose\u27s leadership within it. Finally, l will explore the relationship between Rose\u27s leadership style and transformational leadership theory. Within this examination, I will pursue questions like how did Rose lead? What was her leadership style? What obstacles did she face? Finally, to what extent was Ernestine Rose a transformational leader

Understanding Leadership Skills of Hospice Executives

The healthcare industry is a rapidly changing environment requiring leaders to possess a high level , of leadership skills. leaders in the hospice industry have experienced the same level of change, but over the brief span of 25 years.With the aging of hospice executives and the dynamic environment of the hospice industry, the need for strong leadership is more important than ever. This research study reports on the perceived leadership skills of hospice executives and is a replication of an earlier study (longenecker, 2006). All study participants were executives of organizations that participated in clinical and operational benchmarking activities at the national level. The study evaluated leadership skills using transformational leadership theory as the conceptual model by which leadership skills were measured. The results of the study identified that the participants perceived they displayed an ideal use of skills based on transformational leadership theory

Development of an Educational Module for Novice ED Charge Nurses

The role of the charge nurse is an integral leadership role that requires a nurse who can make critical decisions quickly and manage the chaotic emergency department (ED) while under the stress of caring for critically ill and injured patients and their families. Historically in many facilities, novice ED charge nurses are given a few orientation shifts with an experienced charge nurse before being expected to function independently in this role, but many ED charge nurses do not feel this orientation process prepares them for their new responsibilities. The purpose of this project is to develop an educational module which prepares novice ED charge nllrses for this new leadership role. Dr. Watson\u27s Theory of Transpersonal Caring and Dr. Burns\u27 Transformational Leadership Theory are used as a theoretical framework to support this work. This education module is divided into four sections, Dr. Watson\u27s Theory of Transpersonal Caring which includes a discussion of compassion fatigue, bumout, and resilient behaviors, Dr. Burns\u27 Transformational Leadership Theory, effective communication using SBAR, and conflict management. In addition, a project metaphor will be presented which will aid readers in understanding of this educational module which supports the novice ED charge nurse

The Massachusetts Educator Evaluation Framework and Transformational Leadership Alignment: An Investigation

The recent Massachusetts Educator Evaluation Regulations (CMR 35.00) articulates goals that include growth and improved performance by teachers. Despite this stated goal, however, it is unclear if the policy is consistent with transformational leadership, which has shown correlation with growth and performance. In fact, the policy may instead bring about unintended consequences associated by some with evaluations in general, such as promoting “inspectional and fault finding supervision . . . [that] has serious consequences for the improvement of teaching and student achievement” (Glanz, 2005, p. 3). Through a discursive analysis of the Educator Evaluation Regulations (CMR 35.00) and semi-structured interviews with teachers and school leaders, this qualitative study investigates the alignment of transformational leadership theory to the evaluation regulations as written and as understood by teachers and educational leaders. In addition, drawing from the disciplines of psychology, communications, and organizational theory, a new transformational leadership model is presented. The conceptualization of transformational leadership theory serves as both an analytical framework for this study and responds to calls made by prominent transformational leadership theoreticians such as Bass and Riggio (2006) and Burns (1978) to explicate the theory’s inner mechanisms