Transactors, transformers and beyond

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract Extends the transactional-transformational model of leadership by deductively developing four theoretical behavioral types of leadership based on a historical analysis of leadership literature. Then, in an exploratory empirical phase, uses two data sets to inductively develop alternative models of leadership types. Finally, with a third data set, tests several theoretically plausible typologies using second-order confirmatory factor analysis (CFA). The results of the CFA generally support the existence of four leadership types: directive leadership, transactional leadership, transformational leadership, and empowering leadership.

Do emotions play a mediating role in the relationship between owner leadership styles and manager customer orientation, and performance in service environment?

“…Therefore, leadership requires an ability to bring the will of followers into consonance with that of the leader so that they follow him or her voluntarily, with enthusiasm and dedication -a condition not necessarily involved in either management or administration (Ackoff, 1999). Pearce et al (2003) offer a historical analysis of leadership styles and classify them into four: directive leadership, transactional leadership, transformational leadership, and empowering leadership. Directive leadership involves the use of direction, command, assigned goals, intimidation and reprimand as the primary mechanisms to influence others' behaviors.…”

Do vertical and shared leadership need each other in change management?

“…These researches use at the most quantitive-base methods, and have shown the positive role of shared leadership's performances (and behaviors) over the vertical one (Pearce et al, 2002;Ensley et al, 2006a). Instead, we posit that little, if anything, is known conceptually or empirically about the interplay between According to this gap, the aim of the research is to increase our understanding about the above mentioned interplay, particularly during a change management project in a realworld organization, by analysing empirically, through the Pearce et al (2003) extended framework, the when and how each modes emerge.…”

Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation

“…Transformational strategies are those techniques and patterns, which practically cause changes in various fields (Pawar, 2003;Pearce et al, 2003;Robbins, 2002). Managers who use transformational leadership style motivate members through dimensions of leadership, which can be ideal effects of inspirational motivation and rational stimulation (Jalilian et al, 2010).…”