The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior

Steinmann, Barbara; Klug, Hannah J. P.; Maier, Günter W.

doi:10.3389/fpsyg.2018.02338

Cited by 100 publications

(96 citation statements)

References 108 publications

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“…The findings (Table 3) showed that overall, all the projects are managed using mostly the transformational leadership style (Project A = 2.86; Project B = 2.63; Project C = 2.12), followed by the transactional leadership style (Project A = 2.17; Project B = 1.87; Project C = 1.68). This finding supports past works that stipulate the preference of transformational leadership style over others for project delivery [43][44][45]. The projects scored least for a Laissez-faire amongst all the leadership styles tested.…”

Section: Leadership Styles Per Projectsupporting

confidence: 90%

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Witton¹,

Rasheed

Rotimi

2019

Buildings

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Purpose–The leadership styles of three major infrastructure projects within New Zealand were determined and comparatively analysed to ascertain whether the leadership style employed in a post-disaster recovery project would differ significantly from a normal infrastructure project. A multifactor leadership questionnaire was administered to project leaders and personnel of the three infrastructure projects. The statistically significant differences (p < 0.05) in leadership styles were determined using one-way ANOVA analytical tool in STATISTICA 13. Results showed all three projects have strong transformational and transactional leadership traits. There were similarities in leadership style amongst the projects. None of the projects had a significant laissez-faire leadership style. Hence there is no significant difference in leadership style between a disaster recovery project and a normal project. Plausible reasons and implications are provided to support these findings. This study provides insight into leadership styles employed in projects in New Zealand, which could assist in the decision-making process for new and existing projects. Future studies could investigate the effect a combination of leadership styles will have on project success and staff retention. More studies are required across New Zealand to verify the generalizability of the current study findings.

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Section: Leadership Styles Per Projectsupporting

confidence: 90%

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Witton¹,

Rasheed

Rotimi

2019

Buildings

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“…Such a perspective is informed by what (Neal, 1997:122) calls "spirituality in management and workplace," a deeper sense of appreciating workers to extent that they are not taken as costs to be cut but worthy assets to invest in for their own personal empowerment and organisational development. Therefore transformative leaders are deeply caring as they seek to motivate and inspire their followers, given such positive work scenario, Steinmann, Klug & Maier (2018) contend that employees are more likely to achieve more than is expected.…”

Section: Transformative Leadership Notementioning

confidence: 99%

Reflections and Insights on Leadership Competencies in Botswana: Lessons and Experiences for African Managers

Marobela¹

2020

JCGR

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In Africa, leadership crisis stalls many organisations from realizing their goals and holds back people from attaining their dreams. Yet African culture is rich with experiences which draw from the wisdom of traditional leadership, with its emphasis on communality, hard work and kindness as emblematic in the spirit of Ubuntu (Botho) (van de Colff, 2003) an African philosophy which inculcates compassion and integrity. This paper reflects on insights of leadership practices in some of Botswana organisations to appreciate the challenges they face in steering the leadership pedestal and their impact in fostering organizational success. The role of leadership is examined against a set of attributes and functions. For example, articulation of vision, staff welfare, customer care and more importantly the extent to which leadership contributes towards social justice and equity is considered. The study was conducted in Gaborone, the capital city of Botswana, based on exploratory mini practical survey. This involved unstructured personal interviews with industry leaders’ from private, public and non-governmental entities, to understand their roles as leaders and explore issues that preoccupy them and appreciate the challenges they face. Key findings from this research are the realization that the intersection between scholarship and practitioners provides a powerful mediatory process of reflection for leadership learning, more especially in transformation. Leaders who reflect are constantly imagining the vision of their organisations and ways of actualizing it.

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“…Although transformational leaders could activate employees' career adaptability resources, they cannot directly control their followers' adaptive behaviors. Namely, the followers have to be selfmanaged to reach their desired goals (Dust et al, 2014;Steinmann et al, 2018). In CCT, career adaptability denotes an individual's self-regulation resources which can be activated by environmental factors and direct the individual to be self-regulatory in performing adaptive behaviors (Savickas and Porfeli, 2012).…”

Section: The Mediating Role Of Career Adaptabilitymentioning

confidence: 99%

“…On the contrary, the effectiveness of TFL in enhancing employees' career adaptability is attenuated when task variety is low. In turn, employees may be less activated to deliver better task performance and to voluntarily engage in OCBO (Steinmann et al, 2018). Hence, we propose the following:…”

Section: The Moderating Role Of Task Varietymentioning

confidence: 99%

Transformational Leadership, Career Adaptability, and Work Behaviors: The Moderating Role of Task Variety

Lan

Chen

2020

Front. Psychol.

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Career adaptability is a set of individual resources that benefit one's sustainable development in his/her lifelong careers, especially in today's turbulent environment. However, how to foster employees' career adaptability through managerial strategies and eventually contribute to organizations remains to be studied. Guided by the career construction theory, we posit a moderated mediation model that transformational leadership (TFL) could strengthen employees' career adaptability and further foster their task performance and organizationdirected citizenship behavior (OCBO), with task variety moderating the mediation effect. We conducted a three-wave survey with 558 supervisor-employee dyads to test the overall model. The results validated that career adaptability mediated the links between TFL and task performance as well as OCBO. Furthermore, the mediation effect was stronger for employees who had higher levels of task variety. In short, our study offers the groundwork to understand that employees' career adaptability can be activated by transformational leaders and is selfregulatory to benefit work behaviors in the task variety context. It enlightens organizations to cultivate employees' career adaptability in the way of TFL and job design, with the objective of promoting the sustainable development for both the employees and the organizations.

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The Path Is the Goal: How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive Behavior

Cited by 100 publications

References 108 publications

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand

Reflections and Insights on Leadership Competencies in Botswana: Lessons and Experiences for African Managers

Transformational Leadership, Career Adaptability, and Work Behaviors: The Moderating Role of Task Variety

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