A Meta-Analysis of Transformational and Transactional Leadership Correlates of Effectiveness and Satisfaction: An Update and Extension

Dumdum, Uldarico Rex; Lowe, Kevin B.; Avolio, Bruce J.

doi:10.1108/s1479-357120130000005008

Cited by 291 publications

(329 citation statements)

References 32 publications

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“…Por el contrario, el estilo de liderazgo Laissez-Faire predice de forma negativa y estadísticamente significativa dichas variables de resultado. Estos resultados van en la línea de lo postulado por Bass (1985) y confirmado en investigaciones revisadas posteriormente (Bass y Avolio, 1990;Bass et al, 1987;Densten, 1999;DeGroot, Kiker y Cross, 2000;Dumdum, Lowe y Avolio, 2002;Gasper, 1992;Hater y Bass, 1988;Lowe et al, 1996;Morreale, 2002Morreale, , 2003Panopoulos, 1998;Patterson et al, 1995;Seltzer y Bass, 1987).…”

Section: Discussionunclassified

Los estilos de liderazgo de la Policía Local de la Comunidad Valenciana: Una aproximación desde la Teoría del Liderazgo Transformacional

2012

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Resumen: Tomando como base la Teoría de Liderazgo Transformacional (Bass, 1985), se estudian las conductas que componen los estilos de liderazgo y su relación con tres variables de resultado: la eficacia del líder, la satisfacción con el líder y el esfuerzo extra de los subordinados; así como el aumento de los efectos (augmentation effect) del liderazgo transaccional cuando además se utiliza el liderazgo transformacional.La muestra es representativa del universo de policías locales de la Comunidad Valenciana (España) y está compuesta por 975 policías locales (828 hombres y 147 mujeres) pertenecientes a las plantillas de 42 localidades y que son dirigidos por 42 jefes.Los resultados muestran jefes con un perfil de liderazgo claramente activo, que combina conductas de liderazgo transformacional y liderazgo transaccional activo. No se han encontrado diferencias por género del subordinado que informa. Se confirma el poder predictivo positivo de los estilos transformacional y transaccional, y negativo de las conductas pasivas sobre las variables de resultado. Asimismo, se confirma el aumento de los efectos que el liderazgo transaccional posee sobre las variables de resultado analizadas, cuando además se utiliza el liderazgo transformacional. Se discuten los resultados y sus implicaciones prácticas. Palabras clave: policía; seguridad pública; liderazgo transformacional; MLQ; satisfacción; eficacia; esfuerzo extra.Title: Leadership styles of Local Police in the Valencian Community: An approach based on the Transformational Leadership Theory. Abstract: On the basis of the Transformational Leadership Theory (Bass, 1985), the patterns of behaviour found in leadership styles are examined, and also their relation to three outcome variables: leader efficacy, satisfaction with the leader and extra effort by subordinates. The study also deals with the augmentation effect in transactional leadership when combined with transformational leadership.The sample is representative of the universe of local policemen in the Valencian Community (Spain) and it consists of 975 local policemen (828 men and 147 women) from 42 local municipalities and directed by 42 police chiefs.Results show police chiefs with active leadership profile that combines transformational leadership behaviors and active transactional leadership. No differences were found by gender of subordinate informants. Both the positive predictive performance of the transformational and transactional styles and the negative predictive performance of passive behaviours were confirmed on the outcome variables. The results also confirm the increase of the transactional leadership effects on the outcome variables analysed when combined with transformational leadership. Practical implications are also discussed. Key words: police; law enforcement; transformational leadership; MLQ; satisfaction; efficacy; extra effort. IntroducciónEn las últimas décadas el cuerpo de la policía local en España se ha ido transformando sensiblemente de forma que, de ser una institución cuya misión pr...

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Section: Discussionunclassified

Los estilos de liderazgo de la Policía Local de la Comunidad Valenciana: Una aproximación desde la Teoría del Liderazgo Transformacional

2012

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“…Hater and Bass (1988), among others (e.g., Judge and Piccolo 2004;Lowe et al 1996), found that non-corrective transactional leadership (i.e., passive-management by exception) has a negative relationship with employees' extra-effort, and a laissez-faire managerial style (or non-leadership) may negatively relate to employees' professional commitments (e.g. Dumdum et al 2002). Therefore, this study proposes three additional hypotheses (see Figure 1 Lowe et al (1996) found that individuals exhibiting transformational leadership gain perceptions of being more effective leaders whose subordinates perform better than individuals who exhibit only transactional leadership in public and private settings.…”

Section: The Effect Of Leadership Styles On Follower's Outcomesmentioning

confidence: 99%

“…In addition, Judge and Piccolo (2004) indicated that leadership (i.e., passive-management by exception in transactional leadership and laissez-faire) are ineffective and/or negatively correlate with perceived effectiveness of leadership (Dumdum et al 2002;Hater and Bass 1988;Lowe et al 1996). With the rapidly changing business environment in hospitality, managers' use of leadership containing transformational/transactional behavior, result in higher motivation and productivity among subordinates, and the issue has become increasingly important, rendering importance for leaders' effectiveness (Erkutlu 2008 …”

Section: The Effect Of Leadership Styles On Follower's Outcomesmentioning

confidence: 99%

Assessing the Effects of Leadership Styles on Employees’ Outcomes in International Luxury Hotels

2014

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This study examines the effects of transformational, transactional, and non-transactional leadership on hotel employees' outcomes including extra effort, perceived efficiency, and satisfaction with managers. Employees from eleven 4-star hotels in Spain provided the collected data. A series of statistical analyses (1) identify the elements of three leadership styles using a multi-factor leadership questionnaire (MLQ-5X), (2) examine the effect of leadership styles on employees' outcomes. The results of this study indicate that "idealized attributes" of transformational leadership and "contingent reward" from transactional leadership are the most important factors that positively affect all three outcomes (i.e., extra effort, perceived efficiency and satisfaction), and (3) to assess the moderating effect of different types of ownership of hotel properties on the relationship between styles of leadership and outcomes of employees' activities Other than these two elements, the significant factors indicating positive or negative relationships vary depending on the types of individual outcomes as well as ownership of hotel properties. The discussion sections indicate theoretical and practical implications of the findings.

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“…Literature reviews and studies accumulated in recent years on transformational leadership show its positive association with performance outcomes (Avolio, 1999;Avolio, Bass, & Jung, 1995;Lowe et al, 1996), particularly in private companies (Dumdum, Lowe, & Avolio, 2002). Similarly, metaanalyses covering empirical studies indicate that there is a strong connection between transformational leadership and subordinates' formal task performance and contextual performance; i.e., undertaking actions that go beyond formal roles, but that also contribute to the good functioning of the company (Judge & Piccolo, 2004).…”

Section: Transformational Leadership and Follower Performancementioning

confidence: 99%

Transformational leaders and work performance: the mediating roles of identification and self-efficacy

Cavazotte

Moreno

Bernardo

2013

BAR, Braz. Adm. Rev.

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In this study we investigate the connections between transformational leadership and subordinate formal and contextual performance among Brazilian employees. We also proposed and tested two mediating processes through which transformational leaders would enhance the performance of their staff: stronger follower identification with the leader and efficacy beliefs. These relations were tested with a sample of 107 managers from a multinational company that operates in the financial sector. The proposed structural equation model was assessed with Partial Least Squares (PLS) techniques. The results suggest that perceived transformational leadership is associated with higher levels of task performance and helping behaviors. Moreover, the proposed mediating processes were empirically supported. We discuss implications for theory and practice.

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A Meta-Analysis of Transformational and Transactional Leadership Correlates of Effectiveness and Satisfaction: An Update and Extension

Cited by 291 publications

References 32 publications

Los estilos de liderazgo de la Policía Local de la Comunidad Valenciana: Una aproximación desde la Teoría del Liderazgo Transformacional

Los estilos de liderazgo de la Policía Local de la Comunidad Valenciana: Una aproximación desde la Teoría del Liderazgo Transformacional

Assessing the Effects of Leadership Styles on Employees’ Outcomes in International Luxury Hotels

Transformational leaders and work performance: the mediating roles of identification and self-efficacy

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