Development and initial validation of an indirect measure of transformational leadership integrity

Mills, John P.; Boardley, Ian D.

doi:10.1016/j.psychsport.2017.05.005

Cited by 9 publications

(4 citation statements)

References 71 publications

(107 reference statements)

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“…Although there have been novel attempts to use reaction time tasks to examine associations and limit the influence of self-presentation strategies during leadership assessments (see Mills & Boardley, 2017), no measure is fully resistant to the types of manipulation and deception that defines pseudo-transformational leadership. If viewed as distinct leadership styles and evaluated on behavioural outcomes, researchers would likely need to covertly examine a combination of character (Bass & Steidlmeier, 1999), self-presentation effectiveness (Price, 2003), or an interaction between the two over a longitudinal period and in relation to existing measures of transformational leadership behaviour.…”

Section: Authentic Arseholesmentioning

confidence: 99%

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Authentic Arseholes and the Problem with Transformational Leaders

Mills¹

2020

Preprint

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Within the present manuscript, I outline transformational leadership as a concept, identify gaps in our current empirical understanding of the concept, clarify a host of conceptual issues, and suggest some initial ideas around how we as a field may attend to measurement problems that have hampered the advancement of research examining transformational leadership at more than a behavioural level. Specifically, I critically challenge (1) use of the term authentic transformational leadership, and (2) definitions of transformational leaders. It is hoped that in clarifying these misconceptions, the field may be able to advance more clearly in its collective use of language.

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Section: Authentic Arseholesmentioning

confidence: 99%

“…Second, classifying and labeling people simplifies a complex process. One cannot simply complete a self-report questionnaire and deem themselves transformational (Mills & Boardley, 2017). Transformation is a process.…”

Section: The Problem With Transformational Leadersmentioning

confidence: 99%

Authentic Arseholes and the Problem with Transformational Leaders

Mills¹

2020

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“…Braun (2017) posited that narcissism has two discrete sides: a bright and a dark, each of which can coexist in leadership and have their respective merits. Leaders should not elevate or condone any behaviors or traits that could potentially be harmful to employees (Mills & Boardley, 2017). The coexistence of traits such as humility could moderate deleterious outcomes brought about by narcissistic leaders and could contribute to leadership success (Leary & Ashman, 2018).…”

Section: Negative Influencementioning

confidence: 99%

Employee Perceived Supervisor Support, Narcissistic Leadership and Employee Turnover Intention: A Literature Review

DISQUE (Ph.D)

2020

strategicjournals.com

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Although supportive leadership produces a genuine relationship between leaders and employees, resulting in higher employee job satisfaction and lower employee turnover intention (Pradhan & Pradhan, 2015), employees may perceive that many factors contribute to negative attitudes at work that increase turnover intention. Many researchers have established that uncivil behavior, toxic leadership, bullying and mobbing increases disengagement and absenteeism and negatively influence the leader-follower dyad and organizational performance. Narcissistic leaders have both positive and negative behavioral traits associated with them, which can be both prominent and damaging to the employees' perceptions of their relationship with their managers, ultimately influencing their intent to stay or leave their job. Retaining skilled employees is essential for an organization's success, but research has been mainly conducted through the lens of the supervisor instead of the employee. Based on the theoretical foundation of the leader-member exchange theory (LMX), the purpose of this literature review was to examine the relationship between the employees' perceptions of supervisor support [PSS] and narcissistic leadership [NL]) on employee turnover intention [TI]. Managers and employees may use the information to improve employee professional development, promote safe and healthy workplaces, improve employee retention, and improve the collaboration of the leader-employee relationships, thus contributing to positive social change.

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“…Coaches play an influential role in guiding the learning and development of athletes, and are often described as leaders of the athletes they coach (Kassim & Boardley, 2018;Mills & Boardley, 2016;Vella et al, 2010). Particularly important in youth development programmes (Côté & Gilbert, 2009), coach leadership behaviours can impact upon performance and developmental outcomes in athletes (Kavussanu et al, 2008;Mills & Boardley, 2017;Vella et al, 2010). Within sport psychology, and specifically coaching science literature; there has been a pursuit to understand and recognise what it means to be an "effective coach" (Côté & Gilbert, 2009;Horn, 2002Horn, , 2008.…”

mentioning

confidence: 99%

Effective Sports Coaching: A Systematic Integrative Review

Mills¹,

clements²

2021

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Research investigating coaching effectiveness is of great importance to ensure the sporting experience and development of athletes is optimised. Coaches are significant figures for the athletes they coach, especially for youth athletes within sporting programmes. Therefore, understanding what makes an ‘effective coach’ in terms of leadership and coaching behaviours will only aid positive youth development and help ensure youth athletes are afforded optimal opportunities to enhance their skills and attributes. This systematic review aims to present a comprehensive review of the coaching effectiveness literature. A systematic search was conducted of four electronic databases: PsycArticles, PsycINFO, SPORTDiscus, and Web of Science. Scholarly peer-reviewed studies published in English were included in this review. The initial search yielded 137 papers, with 45 papers retained and referenced within the review following screening. Studies either developed a measurement tool to assess coaching behaviour, evaluated a measurement tool, or employed such tools in studies assessing sources, dimensions or outcomes of coaching behaviour. Overall, the review offers support for the importance of athletes’ perceptions of coaching behaviours in shaping an athletes’ psychological development and well-being. Understanding athlete perceptions of effective coaching behaviours and how they impact specific outcomes may help to improve positive development in youth athletes.

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Development and initial validation of an indirect measure of transformational leadership integrity

Cited by 9 publications

References 71 publications

Authentic Arseholes and the Problem with Transformational Leaders

Authentic Arseholes and the Problem with Transformational Leaders

Employee Perceived Supervisor Support, Narcissistic Leadership and Employee Turnover Intention: A Literature Review

Effective Sports Coaching: A Systematic Integrative Review

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