Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature

Abstract

Sivasubramaniam, N. (1996)A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to (a) integrate the diverse findings, (b) compute an average effect for different leadership scales, and (c) probe for certain moderators of the leadership style-effectiveness relationship. Transformational leadership scales of the MLQ were found to be reliable and significantly predicted work unit effectiveness across the set of studies examined. Moderator variables suggested by the literature, including level of the leader (high or low), organizational setting (public or private), and operationalization of the criterion measure (subordinate perceptions or organizational measures of effectiveness), were empirically tested and found to have differential impacts on correlations between leader style and effectiveness. The operationalization of the criterion variable emerged as a powerful moderator. Unanticipated findings for type of organization and level of the leader are explored regarding the frequency of transformational leader behavior and relationships with effectiveness.

Uncovering the Underlying Relationship Between Transformational Leaders and Followers’ Task Performance

“…Furthermore, and probably most importantly in the current economy, transformational leaders are able to enhance their followers' in-role and extra-role performance (Lowe, Kroeck, & Sivasubramaniam, 1996).…”

Leader Self-Sacrifice and Leadership Effectiveness: The Moderating Role of Leader Prototypicality.

“…Evidently, these researchers were inspired by theories of charismatic and transformational leadership (Bass, 1985;Bass & Avolio, 1993;Conger & Kanungo, 1987House, 1977;Shamir et al, 1993). In general, transformational and charismatic leadership is considered to result in an increased sense of collective identity and common mission, higher leader effectiveness, greater levels of commitment and motivation, the willingness to make personal sacrifices, and, ultimately, heightened performance (Bass & Avolio, 1993;Lowe, Kroeck, & Sivasubramaniam, 1996;Shamir et al, 1993). Although different theories of charismatic and transformational leadership may have their own explanation for why exactly these effects on followers occur and may accentuate different aspects of leader behavior, most of them emphasize behaviors of the leader that show his or her dedication to the group and its mission (cf.…”

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

“…In these instances, the supervisor is actively monitoring the performance of the employee and takes action when an error occurs [22]. Whilst such behavior from managers is sometimes not as effective in inducing performance as transformational leadership behaviors, meta-analyses have shown that it is still significantly related to overall leadership effectiveness [20,23,24]. Moreover, its substantial presence in blue-collar industries [e.g., 25] creates a need to examine these transactional leadership behaviors.…”