The development of a new Transformational Leadership Questionnaire

Alimo‐Metcalfe, Beverly; Alban‐Metcalfe, Robert J.

doi:10.1348/096317901167208

Cited by 212 publications

(112 citation statements)

References 26 publications

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“…However, the adoption and perception of leadership style are highly subject to national cultures, especially in countries with high power distance and a highly collectivistic culture, such as China [47]. Therefore, this study used a leadership style questionnaire that Li and Shi [48] specifically developed for China.…”

Section: B Measurement Of Variablesmentioning

confidence: 99%

The Effects of Transformational Leadership in Chinese Family Business How Should Family Business Lead Their Family Employees?

Gao¹,

Bai²,

Shi³

2011

IJTEF

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Abstract-Based on a sample of 186 family businesses in China, this study examined the adoption of transformational leadership in Chinese family businesses, and its impacts on the organizational commitment of family employees. Attitudinal and behavioral data were collected from both family business owners and family employees. With a China-specific version of leadership questionnaire, this study identified that a high level of transformational leadership behavior was practices by Chinese family business owners. Results of multivariate analyses further indicated that family business owners' transformational leadership behavior has positive effects on family employees' value commitment and commitment to stay.

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Section: B Measurement Of Variablesmentioning

confidence: 99%

The Effects of Transformational Leadership in Chinese Family Business How Should Family Business Lead Their Family Employees?

Gao¹,

Bai²,

Shi³

2011

IJTEF

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“…It is perhaps also important to remember that leadership is only the authority assigned by followers (14). As was evident from this inquiry, it places particular demands on individual leaders and requires a style that can transcend and look beyond not only their own values but possibly even those of their professional group or team.…”

Section: Resultsmentioning

confidence: 90%

“…This was reflected in her comments about a lost image of the past 'when leaders had strong values' that reflected rigid codes of moral behaviour and 'professional values to which practitioners should inspire.' These appear to be in conflict with current notions of leadership being assigned authority from followers (14).…”

Section: Leadermentioning

confidence: 77%

“…The 'T-P Leader Questionnaire : An assessment of style' (12) was used to determine the two dimensions of task orientation and people orientation as it has been found to be a valid and reliable measurement. In designing this investigation other methods were considered, such as the Transformational Leadership Questionnaire (14) to assess style. However, as this remains at an early stage of development, it would be worth considering in a future study.…”

Section: Structure Of Investigationmentioning

confidence: 99%

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An Inquiry Into Nursing Leadership Style in a Hospital

2007

JUMMEC

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Leadership style has been shown to be an important determinant of organisational success. The aim of this preliminary study was to develop an understanding of leadership style of three employees with leadership responsibility in a hospital. All the participants were interviewed using a structured questionnaire around a framework on leadership behaviours followed by self administered T-P leadership questionnaire and voluntary completion of a leadership perception survey by each of the participant's colleagues.The results suggest that whilst individuals are aspiring to be transformational in style, key barriers such as organisational culture, inter-professional dynamics and lack of leadership development meant responses more characteristic of a transactional style were encountered. There is a need to have joint responsibility between developing the individual leadership style and the organisation that facilitates such development for their leaders. The author concludes that a more analytical approach to leadership and mentorship opportunities for developments is required. (JUMMEC 2007; 10(2):37-42)

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“…Bu konuda yapılmış çalışmalarda, stratejik düşünmenin dönüşümcü liderlik üzerinde doğrudan etkisinin incelendiği çalışmaların (Alimo-Metcalfe ve AlbanMetcalfe, 2001; Khatri ve diğerleri 2012;Dartey-Baah, 2015;Kazmi ve diğerleri, 2016) yanı sıra; dönüşümcü liderliğin stratejik düşünme becerilerinin geliştirilmesine olan etkisinin ele alındığı (Conger ve Kanungo, 1998; Alimo-Metcalfe ve Alban-Metcalfe, 2001;Gross, 2016) çalışmalar da mevcuttur. Gerçekleştirilmiş olan tüm çalışmalarda stratejik düşünmenin dönüşümcü liderlik üzerinde pozitif ve olumlu etkisi olduğu sonucu gözlemlenmektedir.…”

Section: Introductionunclassified

The effects of strategic thinking and political skills on transformational leadership

Ozturk¹,

Erdil²

2017

Pressacademia

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Purpose -The basic motivation of this research is the observation of the effects of strategic thinking and political skills on transformational leadership. There are some researches and investigations about these three factors in the literature, but there is no study that investigates these three factors with their dimensions. This study aims to contribute to this gap in the literature. Methodology -The research has been conducted with 496 companies located in İstanbul, Bursa and Kocaeli which are selected from 562 companies in Marmara Region from the list of 1000 largest industrial establishment of Turkey. Nearly 500 questionnaires were sent to those companies and 283 responses were collected. The survey results have been analysed with exploratory and confirmatory factor analysis and the hypothesis are tested with structural equation modelling. Findings-According to the results of structural equation modelling; it has been observed that the sub-dimensions of strategic thinking and political skills has positive and significant effects on the sub-dimensions of transformational leadership. Variables with no positive and significant effects were discussed in the conclusion. Conclusion-The observed effects are the behaviours that are expected from transformational leaders. Improving the skills of the leaders is essential for a successful transformation of businesses. The research results were supported with theoretical and practical suggestions for the development of those skills and behaviours.

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The development of a new Transformational Leadership Questionnaire

Abstract: Bradford Scholars -how to deposit your paper Overview Copyright check• Check if your publisher allows submission to a repository.• Use the Sherpa RoMEO database if you are not sure about your publisher's position or email openaccess@bradford.ac.uk.

Cited by 212 publications

References 26 publications

The Effects of Transformational Leadership in Chinese Family Business How Should Family Business Lead Their Family Employees?

The Effects of Transformational Leadership in Chinese Family Business How Should Family Business Lead Their Family Employees?

An Inquiry Into Nursing Leadership Style in a Hospital

The effects of strategic thinking and political skills on transformational leadership

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