This study looked at the relationship between the four factors of transformational leadership – charisma, inspirational leadership, intellectual stimulation, and individualized consideration – and the leader’s preference for unethical behavior. Five ethical scenarios – bribery, endangering the physical environment, lying, personal gain, and favoritism – were studied using a sample of 100 pairs of managers and subordinates from four multinational organizations in India. Relationships between the leader’s ethical preferences and three outcomes – followers’ willingness to put in extra effort, perceived effectiveness, and satisfaction – were also analyzed. Findings indicate that inspirational leadership is negatively related to the leader’s preference for bribery and favoritism, and intellectual stimulation is negatively related to preference for bribery. Charisma and individualized consideration are not related to the leader’s ethical preferences. Followers’ willingness to put in extra effort is also negatively related to the leader’s preference for bribery and favoritism. Results also suggest that organizational culture might moderate the relationship between transformational leadership and ethics.

Purpose -Creating and maintaining sustainable businesses require an understanding of the role of leadership in enhancing personal outcomes of employees, and of the processes by which they can be enhanced. The purpose of this paper is to report a study on analyzing how transformational leadership is related to followers' meaning in life and subjective wellbeing, with psychological empowerment being a mediating variable. Design/methodology/approach -Data were collected from 285 managers (69 females and 215 males) of a large manufacturing organization in western India. They responded to questions about their superior's transformational leadership and their own empowerment, meaning in life and wellbeing. Findings -Empowerment mediated the relationship between transformational leadership and follower's meaning in life and wellbeing. Research limitations/implications -Same-source bias is a possible limitation of the study. Leader's self-rating on transformational leadership could be taken, but it would not be as valid as the rating given by followers. Another limitation is the collection of all data at the same time. Practical implications -The strong and positive relationship between empowerment and meaning in life sheds light on making followers see greater meaning in life. Attempts to enhance meaning in life should first focus on increasing self-efficacy. If followers do not have faith in their own capability to do their job, it may not be possible for them to see meaning in life. Originality/value -This study adds to the existing literature by clarifying the process by which transformational leaders enhance followers' meaning in life and subjective wellbeing.

This study attempts to draw a value profile of a transformational leader – the leader who transforms people and organizations. It compares the terminal and instrumental value systems of leaders who are more transformational with those of leaders who are less transformational, using a sample of 95 pairs of leaders and subordinates of a non‐profit organization in the United States. Findings reveal that transformational leaders do have some identifiable patterns in their value systems. They give relatively high priority to “a world at peace” and “responsible”, and relatively low priority to “a world of beauty”, “national security”, “intellectual”, and “cheerful”. Results also suggest that transformational leaders might give greater importance to values pertaining to others than to values concerning only themselves.

MBA education, others-oriented, self-monitoring, self-oriented, values change,

K eyw or d s T ransformational leadership, Exchange, Value, In uenceA bstr a ct Effects of leader-member exchange, transformational leadership, and perceived value system congruence between leader and follower on follower's six upward in uence strategies-assertiveness, bargaining, coalition, friendliness, higher authority, and reasoning were studied using a sample of 281 managers working in various organizations in India. Results show that transformational leadership mediates the relationship between LMX and congruence. Both LMX and transformational leadership are related positively to friendliness and reasoning, and negatively to higher authority. Congruence is not related to in uence strategies. T ransformational leadership is the best predictor of friendliness, and neither LMX nor congruence explains signi cant additional variance in friendliness. Similarly, LMX is the best predictor of reasoning, and neither transformational leadership nor congruence explains signi cant additional variance in reasoning. Controlling for transformational leadership makes the relationship between LMX and higher authority non-signi cant and controlling for LMX makes the relationship between transformational leadership and higher authority non-signi cant.The Emerald Research Register for this journal is available atThe current issue and full text archive of this journal is available at www.eme raldins ight.com/re se archregis ter www.e me raldins ight.com/0 1 43 -7 73 9 .htm LODJ 25,1 5 8

Thought processes, implicit assumptions, beliefs, and attitudes of leaders can be meaningfully studied only if they are interwoven into a composite whole by a cultural thread wherefrom they emanate. This study explores the personality traits and worldview of transformational leaders from an Indian cultural perspective. Indian philosophy provides a framework to help understand a person's mental make-up. It offers the Guna theory, also called the tri-dimensional personality theory, to explain differences across individuals. The Vedic texts also outline concepts like Karma (cause-effect chain or the basic law governing all actions) and Maya (existing bundle of inexplicable contradictions of the world) which help in comprehending a person's worldview. Only through a clear understanding of the leader's worldview can we unravel the secrets of transformational leadership and try enhancing it. This paper reports an experiment conducted to observe the impact of the different Gunas and the Vedic worldview on the magnitude of transformational leadership. There are three Gunas: Sattva (awareness), Rajas (dynamism), and Tamas (inertness). Gunas are fundamental ingredients or constituents in every being and each being is composed of all the three Gunas. When one of the three Gunas is dominant in a person, that person is characterized by that Guna. The Gunas were manipulated by portraying a political leader as being high on one or two of the Gunas. The Vedic worldview (operationalized as an understanding of Maya and belief in Karma) was manipulated by portraying the leader as having or not having such a worldview. The outcome variable was transformational leadership as perceived by the participants. The sample consisted of 140 students, 97 males and 43 females, aged between 16 and 20 years, from a prominent school in eastern India. A 3 x 2 + 1 factorial design was used where Sattva, Rajas, and Sattva-Rajas combinations were crossed with Vedic worldview (yes or no) to produce six cells, Tamas being the seventh cell. A 47-item multi- factor leadership questionnaire was used to capture the five factors of transformational leadership as perceived by the participants: attributed charisma idealized influence inspirational leadership intellectual stimulation individualized consideration. The mean of the five factors formed the transformational leadership score. The results of analyses of variance indicate the following: Sattva and Vedic worldview separately enhance transformational leadership whereas Tamas reduces it. Sattva-Rajas combination also enhances transforma-tional leadership but the effect is not more than the effect of Sattva alone. Sattva and Vedic worldview together do not enhance transformational leadership more than what Sattva alone does. The paper concludes with a discussion on what the organizations can do for enhancing transformational leadership by using the Guna framework and by reinforcing the Vedic worldview which are summarized as follows: Design training programmes to develop Sattva and reduce Tamas. Build team-orientation and self-sacrifice for directing energies towards superordinate goals. Base organizational policies on a competency framework built around Sattva and a Vedic orientation.

Purpose -To show that relationship duration enhances the effect of transformational leadership on follower's terminal value system congruence and identification (cognitive outcomes), but not on attachment and affective commitment (affective outcomes). Design/methodology/approach -Data for this study were collected from the principal and 144 teachers of a prominent high school in western India. The principal and the teachers answered the value survey. The teachers also answered questions on transformational leadership and outcomes. Findings -The positive effect of transformational leadership on the outcomes is enhanced by the duration of relationship between leader and follower in the case of congruence and identification, but not in the case of attachment and affective commitment. Research limitations/implications -The entire sample of teacher-respondents had a common leader (the school principal); this study needs to be replicated across a larger set of leaders to confirm the findings. Practical implications -Transformational leaders, by spending more time with followers, would be able to change their cognitive framework including value systems and identities. On the other hand, time spent with a follower may not make any difference when it comes to enhancing affective outcomes. Originality/value -Burns distinguished between heroes (emotion-based) and ideologues (values-based). The leadership that stops only at the hero level and does not proceed to the ideological level is pseudo-transformational. This study demonstrates the role of relationship duration in leaders becoming heroes or ideologues. Transformational leadership is not complete without the enduring change in values and identities.

Purpose-To explore the mediating role of altruism in the relationship between self-sacrifice and transformational leadership, and to look at the effect of all three on followers' collective identity and perceptions of unit performance. Design/methodology/approach-For Study 1, survey responses were collected from 127 managers in India. They answered questions on their leader's self-sacrifice, altruism, and transformational leadership, and on their own collective identity and perceptions of unit performance. Study 2 used a scenario experiment and 161 students to manipulate self-sacrifice and altruism and measure their effects on transformational leadership, collective identity and perceived unit performance. Findings-It is possible to distinguish between self-sacrifice and altruism empirically. Altruism mediates the relationship between self-sacrifice and transformational leadership. Transformational leadership is positively related to followers' collective identity and perceived unit performance. Research limitations/implications-Common source bias may have affected the findings. Use of student sample in Study 2 limits the generalizability of findings. Practical implications-Other-orientedness (altruism) of a manager enhances transformational leadership, which in turn leads to higher collective identity and perceived unit performance. Self-sacrifice could be a good starting point in this chain of events. Originality/value-Studies have shown that self-sacrifice enhances transformational leadership. This paper highlights the mediating process through altruism. This is the first empirical study to look at the relationship between altruism and transformational leadership. This is also the first study to look at self-sacrifice and altruism simultaneously.