The downside of transformational leadership when encouraging followers to network

Anderson, Marc H.; Sun, Peter Yih‐Tong

doi:10.1016/j.leaqua.2015.05.002

Cited by 31 publications

(27 citation statements)

References 80 publications

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“…Throughout our research, we emphasize the other‐oriented approach to leadership where the unique and individual considerations of follower needs are prioritized within a bounded context. Again, in that way, our approach is in general agreement with the central tenets of well documented and historically applied areas of leadership such as servant (Eva et al, ) and transformational leadership (Anderson & Sun, ), yet we believed that compassion also has the potential to occupy a unique and novel space. We offer that leaders must be able to motivate, drive learning and change, as well as stimulate creativity among their teams.…”

Section: Introductionsupporting

confidence: 73%

“…Chen & Hou, ; Eva, Robin, Sendjaya, van Dierendonck, & Liden, ), ethics (A. S.‐Y. Chen & Hou, ; Liden et al, ; Zhu, He, Treviño, Chao, & Wang, ), and transformation (Anderson & Sun, ; Shuck & Herd, ; Svendsen & Joensson, ). The people we experience as leaders often do these things.…”

Section: Introductionmentioning

confidence: 99%

“…In examination of recent leadership literature (Anderson & Sun, , ; De Clercq et al, ; Eva et al, ), there is general agreement on the role of leaders and their responsibility in influencing from a top‐down perspective. Yet, compassion is accessible to everyone.…”

Section: Introductionmentioning

confidence: 99%

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Does Compassion Matter in Leadership? A Two‐Stage Sequential Equal Status Mixed Method Exploratory Study of Compassionate Leader Behavior and Connections to Performance in Human Resource Development

Shuck

Alagaraja

Immekus

et al. 2019

Human Resource Dev Quarterly

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The transformative power of compassion is critical to leader performance and has garnered increasing interest in business settings. Despite substantive contributions toward the conceptual understanding of compassion, prior empirical work on the relationship between compassion and leader performance is relatively limited. This article presents compassionate leader behavior as a conceptualization of a new leadership construct. A two-stage, sequential, and equal status mixed method research design was utilized to develop and validate a measure of compassionate leadership. Study 1 used a phenomenological approach to understand how leaders engage with compassion and how their experiences and behaviors associated with compassion affect performance within the context of their leadership. FindingsThe Compassionate Leader Behavior Index (CBLI) is permitted for broad use in noncommercial settings, including but not limited to academically focused research to include dissertations and theses and original works of scholarship and grant activity within the limitations of the publication copyright, so long as this work is appropriately and correctly cited. To use the instrument in a commercial and/or for-profit setting, or for questions regarding permission of

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Section: Introductionsupporting

confidence: 73%

Section: Introductionmentioning

confidence: 99%

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Does Compassion Matter in Leadership? A Two‐Stage Sequential Equal Status Mixed Method Exploratory Study of Compassionate Leader Behavior and Connections to Performance in Human Resource Development

Shuck

Alagaraja

Immekus

et al. 2019

Human Resource Dev Quarterly

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“…Individual attention enables the improvement of employees by providing equal opportunities for all employees [14]. Transformational leaders show supportive and formative behaviors when they pay individual attention to their followers [15].…”

Section: ) Individual Attentionmentioning

confidence: 99%

The Relationship between Transformational Leadership and Organizational Commitment: A Study on the Bank Employees

Güllüce¹,

Kaygin²,

Kafadar³

et al. 2016

JSSM

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The purpose of this study is to determine the relationship between transformational leadership and organizational commitment. To this end, a theoretical framework regarding transformational leadership and organizational commitment was created and then an application was performed on bank employees in Kars. The results revealed relations between transformational leadership and organizational commitment. Furthermore, results regarding awareness point out an awareness in continuance commitment, which is one of the sub-dimensions of organizational commitment, in terms of whether management task exists or not.

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“…Despite the manifold positive effects of transformational leadership (Judge and Piccolo, 2004 ), there is growing evidence concerning an ambivalent role of transformational leadership (e.g., Kark et al, 2003 ; Tourish, 2014 ). For example, Anderson and Sun ( 2015 ) reported that followers of less transformational leaders engage more in networking behaviors, which is considered an important predictor for career success (Seibert et al, 2001 ; Wolff and Moser, 2009 ). Concerning the moderating effect of career motivation, it appears that employees with high career motivation do not need to rely on their transformational leaders.…”

Section: Discussionmentioning

confidence: 99%

How Followers Differing in Career Motivation Gain Career Profits from Transformational Leaders: A Longitudinal Moderated Mediation Model

2017

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Although, transformational leadership is among the most thoroughly examined leadership theories, knowledge regarding its association with followers' career outcomes is still limited. Furthermore, the underlying mechanisms explaining how transformational leaders affect their employees' career success are yet not well-understood. Based on theoretical assumptions about the processes involved in setting the goal of “making a career,” we propose an indirect effect of transformational leadership on subjective and objective career success via development opportunities that depends on the level of career motivation of employees. We conducted a longitudinal study with two measurement occasions separated by 13 months with 320 employees of a large IT company. Respondents provided ratings online on their direct supervisor's transformational leadership, their own development opportunities, and career motivation at T1; subjective career success was rated at both time points, whereas objective indicators of career transitions were rated at T2 retrospectively. Using structural equation modeling, we tested the proposed moderated mediation model. The results indicated that transformational leadership increased subordinates' subjective career success via development opportunities. In addition, and contrary to theoretical reasoning, the indirect effect was not significant for employees with high career motivation. Thus, employees high in career motivation appeared not to benefit from the development opportunities offered by transformational leaders. The results are discussed in light of tailored leadership that takes the aspirations, and needs of followers into account.

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The downside of transformational leadership when encouraging followers to network

Cited by 31 publications

References 80 publications

Does Compassion Matter in Leadership? A Two‐Stage Sequential Equal Status Mixed Method Exploratory Study of Compassionate Leader Behavior and Connections to Performance in Human Resource Development

Does Compassion Matter in Leadership? A Two‐Stage Sequential Equal Status Mixed Method Exploratory Study of Compassionate Leader Behavior and Connections to Performance in Human Resource Development

The Relationship between Transformational Leadership and Organizational Commitment: A Study on the Bank Employees

How Followers Differing in Career Motivation Gain Career Profits from Transformational Leaders: A Longitudinal Moderated Mediation Model

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