Dimensions of transformational leadership: Conceptual and empirical extensions

Rafferty, Alannah E.; Griffin, Mark

doi:10.1016/j.leaqua.2004.02.009

Cited by 871 publications

(970 citation statements)

References 53 publications

(85 reference statements)

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“…Early research that built on the 'great man' theory of leadership (Judge, Bono, Ilies & Gerhardt, 2002) found that, for leaders to be effective, they must behave differently in different situations. Transformational leadership positively affects a wide range of individual and organisational outcomes in a variety of contexts, including business (Jung, Chow & Wu, 2003), the public sector (Rafferty & Griffin, 2004) and education (Koh, Steers & Terborg, 1995).…”

Section: The Research Problemmentioning

confidence: 99%

Transformational leadership in the South African public service after the April 2009 national elections

Mokgolo

Modiba

2012

SA j. hum. resour. manag.

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Orientation: The implementation of transformational leadership in public services after national elections has been well recorded in other parts of the world. However, this is not the case in South Africa. Research purpose: The purpose of the study is to determine whether transformational leadership has a beneficial relationship with subordinate leadership acceptance, job performance and job satisfaction.Motivation for the study: Leadership is a critical issue that the public sector needs to address in order to survive and succeed in today’s unstable environment. According to Groenewald and Ashfield (2008), transformational leadership could reduce the effects of uncertainty and change that comes with new leaders and help employees to achieve their objectives.Research design, approach and method: The sample comprised 1050 full-time employees in the public sector based in head offices. The measuring instruments included the Multifactor Leadership Questionnaire (MLQ), the Leadership Acceptance Scale (LAS), the Job Satisfaction Survey (JSS) and the Job Performance Survey (JPS).Main findings: Transformational leadership had a positive correlation with subordinate leadership acceptance, performance and job satisfaction.Practical/managerial implications: Managers can train public sector leaders to be transformational leaders because of the adverse effect lack of transformation can have on employees’ attitudes in areas like satisfaction, performance and commitment.Contribution/value-add: This study makes an important contribution to our understanding of transformational leadership processes and to how the public service can improve its practices in order to render quality service to South Africans.How to cite this article: Mokgolo, M.M., Mokgolo, P., & Modiba, M. (2012). Transformational leadership in the South African public service after the April 2009 national elections. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 10(1), Art. #334, 9 pages. http://dx.doi.org/10.4102/sajhrm.v10i1.334

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Section: The Research Problemmentioning

confidence: 99%

Transformational leadership in the South African public service after the April 2009 national elections

Mokgolo

Modiba

2012

SA j. hum. resour. manag.

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“…Therefore, the role of leadership is to facilitate the cooperation of people at workplace (Shibru and Darshan 2011), which explains the emphasis of today's organizations on understanding, development and improvement of their leadership (Bushra et al 2011). In fact, these leaders besides enhancing their proficiency, increase the incentives of followers, their effectiveness and organizational function in general (Rafferty and Griffin 2004). According to Burns (1078), transformational leadership is a process in which leaders and followers upgrade each other's level of ethic and motivation (Best 2001;Burns 1978).…”

Section: Introductionmentioning

confidence: 99%

Why leadership style matters: a closer look at transformational leadership and internal marketing

Akbari

Amiri

Imani

et al. 2017

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Purpose -The main purpose of this study is to evaluate the relationship between transformational leadership and internal marketing which is underscored by the centrality of human resources in satisfying employee's needs and how internal marketing, as a moderator and mediator, can facilitate the effects of transformational leadership on social capital and employee loyalty.Design/methodology/approach -This study develops a model and a number of propositions, based on preceding literature on transformational leadership and internal marketing on social capital and employee loyalty Findings -The model proposes that transformational leadership can play a vital role in codification of human resources variables such as internal marketing, which is founded upon the principle of paying greater attention to employees. Moreover, despite the research gap on the relationship between social capital and employee loyalty, it can be concluded that social capital can increase the level of employee loyalty to organization. Research limitations/implications -The proposed model has a number of academic and managerial contributions. This study contributes the knowledge by examining the relationship between transformational leadership and internal marketing. Managerially, this study helps managers to emphasize the centrality of human resources in satisfying employees and increase their loyalty towards the company. In addition, guarantees management effectiveness and organizational success in reaching their intended goals.Originality/value -Despite the growing acknowledgment the importance of transformational leadership as a process in which leaders and followers upgrade each other's level of ethic and motivation. However, there are few studies on the role and importance of transformational leadership on developing and reinforcing the internal marketing.

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“…Some authors have argued conceptually for a different set of factors to those proposed by Bass. Also, it has become increasingly difficult to make a theoretical distinction between the subdimensions of inspirational motivation and charisma (Barbuto, 1997;Rafferty & Griffin, 2004).…”

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confidence: 99%

Psychometric Properties of the Spanish Human System Audit Short-Scale of Transformational Leadership

et al. 2012

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The aim of this research is to examine the psychometric properties of a Spanish version of the Human System Audit transformational leadership short-scale (HSA-TFL-ES). It is based on the concept of Bass developed in 1985. The HSA-TFL is a part of the wider Human System Audit frame. We analyzed the HSA-TFL-ES in five different samples with a total number of 1,718 workers at five sectors.Exploratory Factor Analysis corroborated a single factor in all samples that accounted for 66% to 73% of variance. The internal consistency in all samples was good (α = .92 - .95). Evidence was found for the convergent validity of the HSA-TFL-ES and the Multifactor Leadership Questionnaire. These results suggested that the HSA-TFL short-scale is a psychometrically sound measure of this construct and can be used for a combined and first overall measurement.

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Dimensions of transformational leadership: Conceptual and empirical extensions

Cited by 871 publications

References 53 publications

Transformational leadership in the South African public service after the April 2009 national elections

Transformational leadership in the South African public service after the April 2009 national elections

Why leadership style matters: a closer look at transformational leadership and internal marketing

Psychometric Properties of the Spanish Human System Audit Short-Scale of Transformational Leadership

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