A meta-analytic review of authentic and transformational leadership: A test for redundancy

Banks, George C.; McCauley, Kelly Davis; Gardner, William L.; Guler, Courtney E.

doi:10.1016/j.leaqua.2016.02.006

Cited by 460 publications

(507 citation statements)

References 95 publications

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“…This proposed relationship yielded substantial conceptual and empirical support (Walumbwa et al 2008), but there is plenty of room for future research to further explore the characteristics, boundary conditions, and cross-level linkages of authentic leadership (Banks et al 2016, Yammarino et al 2008.…”

Section: Other Potential Psychological Resourcesmentioning

confidence: 93%

Psychological Capital: An Evidence-Based Positive Approach

Luthans

Youssef‐Morgan

2017

Annu. Rev. Organ. Psychol. Organ. Behav.

936

948

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The now recognized core construct of psychological capital, or simply PsyCap, draws from positive psychology in general and positive organizational behavior (POB) in particular. The first-order positive psychological resources that make up PsyCap include hope, efficacy, resilience, and optimism, or the HERO within. These four best meet the inclusion criteria of being theory-and research-based, positive, validly measurable, state-like, and having impact on attitudes, behaviors, performance and well-being. The article first provides the background and precise meaning of PsyCap and then comprehensively reviews its measures, theoretical mechanisms, antecedents and outcomes, levels of analysis, current status and needed research, and finally application. Particular emphasis is given to practical implications, which focuses on PsyCap development, positive leadership, and novel applications such as the use of video games and gamification techniques. The overriding theme throughout is that PsyCap has both scientific, evidence-based rigor and practical relevance.

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Section: Other Potential Psychological Resourcesmentioning

confidence: 93%

Psychological Capital: An Evidence-Based Positive Approach

Luthans

Youssef‐Morgan

2017

Annu. Rev. Organ. Psychol. Organ. Behav.

936

948

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“…The baseline and purpose of transformational leadership are to inspire, to encourage and motivate each other, to trust each other and to work together towards the common goal. In other words, transformational leadership describes how a leader seeks to meet the higher-order needs of followers (Banks et al 2016). The extensive reviews of the Sand Cone model of transformational leadership already exists (Takala et al 2005;Takala et al 2006a;2006b;Takala, Kukkola, and Pennanen 2008;HaVikström and Takala 2016a;2016b;2016c).…”

Section: Description Of the Sand Cone Model Of Transformational Leadementioning

confidence: 99%

The People, Process and Goal Model versus the Sand Cone Model of Transformational Leadership: Critical Evaluation

Ha-Vikström¹

2018

MNG

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The aim of this paper is to compare and (self-)critically evaluate two leadership behaviour models that are based on the findings of the authors' previous studies. These are the Sand Cone model of transformational leadership and the People, Process and Goal model. The results expose the importance of leadership behaviour in both models. The elements incorporated in the Sand Cone model conceptualize and specify the effectiveness of transformational leadership behaviour, while different factors integrated into the People, Process and Goal model indicate the patterns of leaders' focus areas in real-life experiences. This paper contributes to the clarification of the values of these models and to the justification of prioritizing one model over the other. Both models can help leaders improve their skills and find the desired balance for their own organisational success. These empirical studies open an avenue for further research on leadership behaviour models in different types of organisations.

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“…According to [3] leadership is a vital situational factor that has considerable influence on employee creativity. Leadership specialists intensively studied the transformational leadership in previous years [4] , [5] and linked it with follower creativity [6] . Transformational leaders are those who articulate the future vision of organization which could be shared with employees and peers, stimulates their employees intellectually, and give more attention to the difference among the people [7] .…”

Section: Introductionmentioning

confidence: 99%