Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents

Barbuto, Jr. John E.

doi:10.1177/107179190501100403

Cited by 219 publications

(198 citation statements)

References 35 publications

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“…Moreover, added the category of Laissez-faire to another style and separated the idealized influence factor into attributed idealized influence factor and behavior idealized influence factor. After 1995, Several researchers Avolio, 1996, 1997;Bass, 1997;Den Hartog et al, 1997;Bass et al, 1999;Goodwin, Wofford, & Whittington, 2001;Antonakis, et al,2003;Bass, Avolio, Jung, & Berson,2003;Barbuto Jr., 2005;Rowold & Heinitz, 2007) have still used the nine factors version to based on the several researches while some researchers had recommended additions or deletions the items of factors from nine factors model for their studies (Bass, Avolio, and Jung, 1995;Lowe et al,1996;Avolio and Bass, 1997;Bass,1996aBass, , 1998Avolo, Bass, and Jung, 1999;Dumdum et al, 2002;Judge and Piccolo, 2004).Until, revised the latest version of a nine-factor or full range of leadership model which consists five factors of transformational leadership style as: idealized influence (attributed), idealized influence (behavior), inspirational motivation, intellectual stimulation, and individualized consideration; two factors of transactional leadership styles as: contingent reward and management-by-exception (active); and two factors of passive-avoidant leadership style as: management-by-exception (passive) and laissez-faire leadership style.…”

Section: The Full-range Of Leadership Theory (Nine Factors Model Of Lmentioning

confidence: 99%

A Learning Organization as a Mediator of Leadership Style and Firms’ Financial Performance

Sahaya¹

2012

IJBM

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The purpose of this study is to examine and identify the influence of learning organization as a mediator on the relations between leadership styles (transformational, transactional and passive-avoidant) and ROA. Multifactor Leadership Questionnaire (MLQ 5x-short) for leadership styles while Dimensions of the Learning Organization Questionnaire (DLOQ) for learning organization testing were used in this study with data of 400 respondents from 100 firms in The Stock Exchange of Thailand 100 (SET100). The results of conceptual model by regression analysis were mostly positive: the mediators Promote inquiry, and Provide strategic (elements of learning organization) mediated partially on relationship between IC (transformational) and ROA. Moreover, the mediator Empower people (elements of learning organization) mediated partially on relationship between CR (transactional) and ROA while no (learning organization) mediated on relationship between passive-avoidant leadership style and ROA. The contributions of this study are two aspects. Practical aspect, the significance of IC, CR, and LF leadership styles effect on financial performances. Promote inquiry, Provide strategic, Empower people dimensions of learning organization mediate on relationship between IC, CR leadership styles and ROA. Understanding is upon conceptual model that examine and identify on the leadership styles, learning organization, and ROA financial performance for theoretical aspect.

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Section: The Full-range Of Leadership Theory (Nine Factors Model Of Lmentioning

confidence: 99%

A Learning Organization as a Mediator of Leadership Style and Firms’ Financial Performance

Sahaya¹

2012

IJBM

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“…In analyzing reliabilities of the Motivation Sources Inventory scales, Cronbach's Alpha values based on standardized items were found to range from 0.70 to 0.79 and were comparable to those reported by Barbuto (2005) for the five sources of motivation. The scales were considered to be reliable (Nunnally & Bernstein, 1994 Lurey and Raisinghani (2000), except for those associated with Utilization of Communication Patterns and Utilization of Reward Systems.…”

Section: Methodsmentioning

confidence: 77%

An Exploration of the Moderating Effect of Work Motivation on the Relationship between Utilization of Virtual Team Effectiveness Attributes and Work Satisfaction: A Mixed Methods Study

Day

Burbach

2015

CJIL

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Abstract.A unique challenge for organizations is in leading diverse, dispersed teams whose members are motivated to work independently, but are willing to collaborate. The purpose of this study was to gain an understanding of how nuanced variations in motivational patterns influences the relationship between work satisfaction and virtual team effectiveness. A sequential, mixed methods design was used to analyze and explain the moderating effects of motivational orientation on this relationship. In the first, quantitative phase, participating virtual team members completed an online survey with items comprising the five motivation source scales from the Motivation Sources Inventory, work satisfaction, and eleven variables measuring utilization of virtual team effectiveness attributes from the Virtual Teams Survey. Seven hypotheses were tested, with support found for three of the hypotheses. Work satisfaction and utilization of the virtual team effectiveness attributes were found to be positively correlated. Support was also found for hypotheses that the relationship between work satisfaction and utilization of the virtual team effectiveness attributes will be stronger for virtual team members (VTMs) with low self-concept external and / or moderate or high goal internalization patterns. In the second, qualitative phase, follow-up interviews were conducted to support and provide rationale for the quantitative results. Qualitative analysis of interviews revealed three major themes focused on concerns regarding team leadership, organizational support, and technology. Viewed in context with the quantitative results, the themes suggest that work satisfaction may be improved for most VTMs, regardless of motivation pattern, by strengthening leadership, aligning rewards with goals, and enhancing the technology used for team communication.

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“…The related contingency reward is the reward made available to followers for achieving goals. Although there are arguments supporting the effectiveness of transactional relations in achieving performance, an exclusive focus on the exchanges and transactions with followers has been criticized in the case of a) low expectations of followers and b) non-performing organizations (Banerji & Krishnan, 2000;Barbuto, 2005;Nahavandi, 2009). A particularly strong critique is that transactional leadership fails to inspire followers to reach for excellence, and focuses on short-term, immediate outcomes rather than on long-term commitment (Nahavandi, 2009), because the work environment of the follower does not provide the necessary motivation, direction and satisfaction (Den Hartog et al, 1997).…”

Section: Transactional Leadershipmentioning

confidence: 99%

“…In this perspective, the leader provides encouragement to his or her followers to succeed in their responsibilities through the resources and rewards the leader dispenses in exchange for the followers' motivation, productivity and task achievement (Barbuto, 2005;Nahavandi, 2009). The theory suggests that, when the work environment of the follower does not provide the necessary motivation, direction and satisfaction, the leader will make available compensation for the follower's experienced deficiencies in the organization (Den Hartog, Muijen, & Koopman, 1997).…”

Section: Transactional Leadershipmentioning

confidence: 99%

Revisiting Innovation Leadership

Alsolami¹,

Cheng²,

Twalh³

2016

OJL

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Innovation leaders must possess multiple attributes in order to effectively manage the increasing demands for innovation in many facets of business organizations, especially in influencing creativity and innovation. Research findings have indicated that the behaviours of innovation leaders differ from the leadership behaviours that are deemed sufficient in conventional leadership situations. However, the literature on leadership suggests that there remains a research gap-what are the attributes required of successful innovation leaders?-That warrants a study to determine more precisely what those attributes are. A review of the current literature indicated that innovation leadership is a multi-leadership phenomenon consisting, inter alia, of charismatic leadership, transformational leadership and innovation leadership attributes and competencies. This paper discussed the innovation leadership attributes as portrayed in the literature, thereby providing a firm, structural foundation for researching the components of innovation leadership and providing insights to define the construct and, ultimately, to develop a psychometric measure.

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Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents

Cited by 219 publications

References 35 publications

A Learning Organization as a Mediator of Leadership Style and Firms’ Financial Performance

A Learning Organization as a Mediator of Leadership Style and Firms’ Financial Performance

An Exploration of the Moderating Effect of Work Motivation on the Relationship between Utilization of Virtual Team Effectiveness Attributes and Work Satisfaction: A Mixed Methods Study

Revisiting Innovation Leadership

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