Value systems of transformational leaders

Abstract

This study attempts to draw a value profile of a transformational leader – the leader who transforms people and organizations. It compares the terminal and instrumental value systems of leaders who are more transformational with those of leaders who are less transformational, using a sample of 95 pairs of leaders and subordinates of a non‐profit organization in the United States. Findings reveal that transformational leaders do have some identifiable patterns in their value systems. They give relatively high priority to “a world at peace” and “responsible”, and relatively low priority to “a world of beauty”, “national security”, “intellectual”, and “cheerful”. Results also suggest that transformational leaders might give greater importance to values pertaining to others than to values concerning only themselves.

A Survey on the Impact of Transformational Leadership on Organizational Citizenship Behavior in Public Organization in Kurdistan Province

“…House, Spangler, and Woycke (1991) used archival data on U.S. Presidents to demonstrate that charisma was positively related to activity inhibition and negatively related to need for achievement. Krishnan (2001) found that transformational leaders valued collective welfare more than their personal welfare. In addition, transformational leaders allowed themselves to be guided by broader values like equality and change-oriented values like an exciting life.…”

Transformational Leadership and Organizational Culture: The Situational Strength Perspective

“…In terms of Maslow's [5] need hierarchy, transformational leaders activate higher-order needs in followers. Research by Krishnan [6] suggests that superior performance is possible only through stimulating and motivating followers to higher levels of performance through transformational leadership. Superior performance is possible only by transforming followers' values, attitudes, and motives from a lower to a higher plane of arousal and maturity.…”

Impact of Family Values and Gender on Transformational Leadership

“…Key leader traits include: drive (a broad term which includes achievement, motivation, ambition, energy, tenacity, and initiative); leadership motivation (the desire to lead but not to seek power as an end in itself); honesty and integrity; self-confidence (which is associated with emotional stability); cognitive ability; and knowledge of the business. Krishnan (2001) found that transformational leaders give high priority to "world at peace" and "responsible" and low priority to "world of beauty", "national security," and being "intellectual" and "cheerful." He also showed that the leaders give more importance to values concerning others than those concerning themselves.…”