The influence of leader core self-evaluation on follower reports of transformational leadership

Hu, Jia; Zhen, Wang; Liden, Robert C.; Sun, Jian‐Min

doi:10.1016/j.leaqua.2012.05.004

Cited by 59 publications

(67 citation statements)

References 61 publications

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“…Relatedly, leaders' core self-evaluations (CSE), a combination of emotional stability, locus of control, self-efficacy, and self-esteem, are positively linked to both overall TL perceptions, as well as each specific dimension of TL. [35] These findings corroborate the preceding research discussed in this paper discussing the positive relationship between leader selfefficacy and TL as well as the negative relationship between neuroticism (the opposite of emotional stability) and TL. Thus, it is not surprising that a leader's core self-evaluation also predicts their level of TL.…”

Section: Humilitysupporting

confidence: 90%

From the top-down: Transformational leadership considerations for health care organizations

Sanner-Stiehr

Kueny

2017

JHA

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Nurse leaders can positively influence critical issues in healthcare by engaging in transformational leadership (TL) practices. High in humility, extraversion, self-efficacy, and emotional intelligence, transformational leaders focus on followers as individuals and inspire high goal attainment. Organizations can increase TL behaviors through top-down training strategies. This paper evaluates salient TL characteristics and considerations for organizations wishing to create positive organization-wide change.

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Section: Humilitysupporting

confidence: 90%

From the top-down: Transformational leadership considerations for health care organizations

Sanner-Stiehr

Kueny

2017

JHA

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“…Para o desenvolvimento deste estudo, foram delimitadas as lideranças transformacional e transacional, o que se justifica pelo fato de a liderança transformacional ser apontada como uma das mais influentes teorias contemporâneas de liderança (Hu, Wang, Liden, & Sun, 2012), bem como pela afinidade que o tema exibe com a inovação.…”

Section: Estilo De Liderançaunclassified

“…Este estilo é constituído por quatro classes de comportamento (Hu et al, 2012) e se refere aos comportamentos gerenciais que transformam os liderados e os inspiram a irem além de suas expectativas, transcendendo o interesse pessoal pelo bem da organização.…”

Section: Estilo De Liderançaunclassified

“…772-794, Nov./Dez. 2015 www.anpad.org.br/rac seguidores por meio de um ideal (Hu et al, 2012). A (b) motivação inspiradora está ligada a uma visão de futuro.…”

Section: Estilo De Liderançaunclassified

“…Os líderes provêm significado e desafiam o trabalho de seus seguidores, despertando o espírito de time que é nutrido pelo seu otimismo e entusiasmo em relação ao futuro que projeta (Bass & Riggio, 2005). A (c) estimulação intelectual refere-se à capacidade de provocar reflexão e fazer com que um indivíduo vá além de sua própria visão das coisas (Vizeu, 2011); é uma espécie de desafio ao status quo (Hu et al, 2012). A (d) consideração individualizada refere-se ao desenvolvimento e ao crescimento individuais, pois o líder dispensa atenção individualizada aos seus seguidores no processo de busca por desafios e promoção de autodesenvolvimento (Vizeu, 2011).…”

Section: Estilo De Liderançaunclassified

See 2 more Smart Citations

Estilo de Liderança, Controle Gerencial e Inovação: Papel das Alavancas de Controle

2015

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Effects of high‐performance work systems on transformational leadership and team performance: Investigating the moderating roles of organizational orientations

Han

Liao

Taylor

et al. 2017

Human Resource Management

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This study integrates strategic human resource management (SHRM) and transformational leadership (TFL) literatures to address gaps in each of the two literatures. Building on the concept of strategically targeted HRM systems and the contingency perspective in SHRM, we propose that an organization's high‐performance work system (HPWS) affects team managers' TFL, and that the emergence of TFL and the effectiveness of TFL on team performance are contingent on organizational adaptation and efficiency orientations. Analyses of multilevel data from 179 teams in 44 organizations revealed a positive relationship between HPWS and TFL, which was positively and negatively moderated by adaptation and efficiency orientations, respectively. Further, TFL was positively related to team performance and negatively moderated by efficiency orientation. Finally, the results supported a multilevel, moderated mediation effect with the indirect effect of HPWS on team performance via TFL varying significantly as a function of adaptation and efficiency orientations. Implications for the SHRM and leadership literatures and practice are discussed.

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The influence of leader core self-evaluation on follower reports of transformational leadership

Cited by 59 publications

References 61 publications

From the top-down: Transformational leadership considerations for health care organizations

From the top-down: Transformational leadership considerations for health care organizations

Estilo de Liderança, Controle Gerencial e Inovação: Papel das Alavancas de Controle

Effects of high‐performance work systems on transformational leadership and team performance: Investigating the moderating roles of organizational orientations

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