Predicting unit performance by assessing transformational and transactional leadership.

Abstract

How do leadership ratings collected from units operating under stable conditions predict subsequent performance of those units operating under high stress and uncertainty? To examine this question, the authors calculated the predictive relationships for the transformational and transactional leadership of 72 light infantry rifle platoon leaders for ratings of unit potency, cohesion, and performance for U.S. Army platoons participating in combat simulation exercises. Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance. The relationship of platoon leadership to performance was partially mediated through the unit's level of potency and cohesion. Implications, limitations, and future directions for leadership research are discussed.

Analysis of competencies for effective virtual team leadership in building successful organisations

“…Discussions on leadership styles have always come to the fore when effective leadership is discussed, particularly in a virtual team. Bass et al (2003), first, introduced present distinctive leadership styles, which are transformational and transactional. In a similar vein, Berson and Avolio (2004) indicated that there are different or numerous leadership styles; however, transactional and transformational leadership styles are the most important and specific to the virtual team.…”

Self-Government Employee in the Polish Defence System on the Example of Mazowieckie Province

“…Bernard Bass and Bruce Avolio have supported their point of view and showed as an example soldiers whom, despite of stressful and unfavourable circumstances, have succeeded in their mission thanks to the right leadership [Bass & Avolio, 2003]. Tove Hammer and H. Peter Dachler have emphasized that every action of the supervisor increases motivation of workers, while simultaneously increases probability of reaching a given aim [Hammer & Dachler, 1975].…”

Evaluation of Quality Management in Sports Club in Dubai

“…The Bass et al (2003) isolates transformational initiative into four regions which grasp: Idealized influence, Inspirational motivation, Intellectual stimulation and Individualized consideration. Romanticized impact; implies making a glorious image alongside significant and self-assurance based regard in the nearness of workers.…”