Transformational Leadership and Mentoring: Theoretical Links and Practical Implications

Organizations are becoming increasingly aware of the advantages of generating a stream of transformational leaders who will be able to successfully move their companies into the future. Yet, theory providing guidance for developing such leaders is at a premium. In particular, prior research has not explored in detail the complexity of the relationship between mentoring and the development of transformational leaders. To address this important topic, we develop logical links between traditional mentoring activities and the behaviors associated with the Four I\u27s of transformational leadership (individualized consideration, idealized influence, inspirational motivation, intellectual stimulation). Based upon our review and synthesis of the literature, we conclude that existing models of mentoring may be insufficient for developing transformational leaders. Building on these two literatures, we propose a process of transformational mentoring and describe eleven propositions depicting the relationship between transformational mentoring activities and protege outcomes associated with transformational leadership. We also identify and discuss mentor- and protege-based barriers that may mediate that relationship. We conclude with directions for future research that capitalize on the overlap between mentoring and the activities identified with transformational leadership. Request a copy of the paper from the author: Lynda St. Clair ([email protected]

The Impact of Authentic, Ethical, Transformational Leadership on Leader Effectiveness

Authentic, ethical and transformational leadership in 21st century business leaders is needed. This research posits that ethical, authentic and transformational leaders are more effective, that there are incremental improvements in a leader’s effectiveness for each of these leadership qualities, and that transformational leadership moderates the impact of the leader’s authentic and ethical leadership on the leader’s outcomes. Analysis shows that authentic, ethical and transformational leadership behaviors make incremental independent contributions to explain leader effectiveness. The study did not find support for transformational leadership as a moderator of the relationships between authentic and ethical leadership behaviors and a leader’s effectiveness

Transformational Leadership and Knowledge Management: Analysing the Knowledge Management Models

The purpose of the present study is to investigate the mutual relationship between transformational leadership and knowledge management as well the potential effects of a transformational leader on his or her followers. In this paper, we review the role of transformational leadership in effective knowledge management and establish the emerging role of transformational leadership, as an ideal leadership style in building knowledge-based companies to achieve a higher degree of competitive advantage. The findings in this article are based upon previous empirical studies that illustrate the formulation of several propositions that contribute to the knowledge management processes. Our findings are based upon possible scenarios that impact transformational leadership and knowledge management using grounded theoretical research. Research limitations are twofold. One limitation is found in the prior literature indicating that past studies have posited that companies might lack the required capabilities or decide to decline from interacting with other companies (Caldwell & Ancona 1988), or even distrust sharing their knowledge (Kraut & Streeter 1995). And, second, our contribution to the literature lies in presenting a link between knowledge management and transformational leadership that incorporates the knowledge management processes that may impact the effectiveness of transformational leaders to enhance their capabilities to effectively play their roles within companies. In addition, managerial applications that may support knowledge management processes are proposed further research is necessary to finalise conclusions. The original value of this research provides an impetus of mutual interaction of knowledge management and transformational leadership

Leadership Styles and Effectiveness Among Sub-Saharan African Employees

This study sought to determine whether a significant relationship exists between dimensions of transactional and transformational leadership styles and leadership effectiveness within sub-Saharan Africa. Dimensions of transactional and transformational leadership styles were moderated by dimensions of organizational commitment among Nigerian employees to produce effective leadership. The study confirmed that no significant relationship existed between dimensions of transactional and transformational leadership styles and effective leadership among Nigerian employees when moderated by dimensions of organizational commitment. Gender was also found to be the only control variable that had a significant relationship when predicting organizational commitment as well as effective leadership among Nigerian employees

Transformational Leadership: Building an Effective Culture to Manage Organisational Knowledge

This paper reviews the current literature of management to indicate how transformational leaders contribute to organisational knowledge by building an effective culture. The paper is based on a review of leadership theories, organisational knowledge, organisational culture and the integration of concepts from the knowledge-based view of the firm. This review also indicates that to develop organisational knowledge transformational leaders act as change agents who influence organisational culture which can in turn mediate the relationship between transformational leadership and organisational knowledge

PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL TERHADAP TURNOVER INTENTION DENGAN IKLIM ORGANISASI SEBAGAIVARIABEL MEDIASI ( Studi Kasus : Karyawan PT. Sejahtera Buana Trada di Kota Malang )

This research aims to determine and analyze the influence of transformational leadership style on turnover intention through organizational climate as a mediating variable. This type of research is explanatory research using a quantitative approach method. The sampling technique used total sampling with a total sample of 76 people. The data analysis technique used in this research is correlation analysis with the SmartPLS tool. The results of this research show that transformational leadership style has a negative and significant effect on turnover intention at PT. Sejahtera Buana Trada. Transformational leadership style has a positive and significant effect on organizational climate. Organizational climate has a negative and significant effect on turnover intention. Organizational climate can mediate the influence of transformational leadership style on turnover intention

The Relationship Between Transformational Leadership, Empowerment and Organizational Commitment: a Mediating Model Testing

The human resource development literature highlights that properly implemented transformational leadership style may have a significant impact on the organizational commitment. More importantly, a thorough review of such relationships reveals that the effect of transformational leadership on organizational commitment is indirectly affected by empowerment. The nature of this relationship is given less attention in the organizational leadership models; therefore, this study was conducted to examine the influence of empowerment in the relationship between transformational leadership and organizational commitment using a sample of 118 usable questionnaires gathered from employees who have worked in one US subsidiary firm in Sarawak, Malaysia (ONEUSFIRM). Outcomes of Stepwise regression analysis showed that the relationship between empowerment and transformational leadership is positively and significantly correlated with the organizational commitment. This result confirms empowerment acts as a full mediating variable in the transformational leadership model of the organizational sample. Further, conclusion and implications of this study are elaborated.Transformational Leadership; Empowerment; Organizational Commitment

Trust in Transformational Leadership: Do Followers’ Perceptions of Leader Femininity, Masculinity, and Androgyny Matter?

This paper takes an authenticity perspective to examine whether followers’ perceptions of a leader’s feminine, masculine, or androgynous characteristics influence the relationship between transformational leadership and followers’ perceived trust in the leader. The research was quantitative in approach. A cross-sectional survey design was used to collect data from employees from different public and private sector organizations in Pakistan. The findings show that the relationship between transformational leadership and trust is weaker when followers perceive leaders to be high on masculine and androgynous attributes. Leaders’ femininity was found to have a positive effect in the relationship of transformational leadership with trust in the leader. The paper suggests practical implications and directions for future research

Transformational Crisis, Transformational Depression, The Changing Agriculture The Hungarian Case

Using the expression transformational crisis invented by János Kornai and used for the whole national economy the paper intends to define the common characteristics of this transformational crisis evolved in the countries concerned. Besides the paper tries to define and interpret this expression in sector approach just as to further develop it in consideration of agriculture. The eastern enlargement of the EU is considered to be different from the former enlargements when it came to the accession of countries with comparatively consolidated agricultural structure and increasing agricultural output. In Hungary the very source of possible difficulties is to be seeked in the transformational depression. Due to the transformational depression the EU-adaptation led to difficulties in the short run and could lead to difficulties in the long run.transformational crisis, transformational depression, EU-adaptation in the agricultural sector, Agricultural and Food Policy,