The Nature and Implications of Contextual Influences on Transformational Leadership: A Conceptual Examination

Pawar, Badrinarayan Shankar; Eastman, Kenneth K.

doi:10.5465/amr.1997.9707180260

Cited by 379 publications

(250 citation statements)

References 25 publications

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“…Certain leadership styles are more compatible with particular organizational models (Paware & Eastman 1997). Thus transactional leadership is predominantly found in bureaucratic organizations (Burns 1978).…”

Section: Case Studymentioning

confidence: 99%

Dare to be different: transformational leadership may hold the key to reducing the nursing shortage

Thyer

2003

Journal of Nursing Management

119

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Health care leadership continues to run under a transactional style that may be causing nurses to leave the system. Nurses no longer wish to stay in the profession perhaps because they struggle ideologically with the system in which they work. However, nurses may hold the key to transforming health care and dragging it into the 21st century in terms of work practices and reform. This is because nurses are visionary, creative, involved in decision making at patient level and have gender based qualities, and communication strategies that the health care sector needs. In contrast to transaction leadership, transformational leadership and team development has a positive affect on communication and team building. The later style is ideologically suited to nurses and may ensure the future of nurses and nursing in the health care sector. The case study described in this paper was an actual working environment and one that I came across all too often as a registered nurse and clinical educator.

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Section: Case Studymentioning

confidence: 99%

Dare to be different: transformational leadership may hold the key to reducing the nursing shortage

Thyer

2003

Journal of Nursing Management

119

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“…For instance, the domain of cultural norm often blurs or overlaps with the domains of structural rule and leadership role, reflected in the construct of corporate culture that contains various elements of structure and leadership as basic cultural artefacts (e.g., Hatch, 1993; Schein, 1992; Tsui, Zhang, Wang, Xin, & Wu, 2006). This is especially true for the links between structural modes and cultural forms, including organic and mechanistic modes as well as hierarchy, market, and clan modes (e.g., Ouchi, 1980; Pawar & Eastman, 1997; Shamir & Howell, 1999). Second, the conceptual overlap is reflected in the operational measures (e.g., Cameron & Quinn, 1999; Moorman, Deshpande, & Zaltman, 1993; O'Reilly, Chatman, & Caldwell, 1991).…”

Section: A Holistic Model Of the Context–trust–behaviour Linkmentioning

confidence: 99%

“…Structural rule can best be captured by the central dimensions of organic versus mechanistic structure (Li, 1998; Pawar & Eastman, 1997; Porter & McLaughlin, 2006; Shamir & Howell, 1999). An organic structure is a system that emphasizes the flexibility and adaptability of ‘soft rules’, while a mechanistic structure is one emphasizing the standardization and reliability of ‘hard rules’ (Burns & Stalker, 1966).…”

Section: A Holistic Model Of the Context–trust–behaviour Linkmentioning

confidence: 99%

“…Cultural norm can have a similar effect as leadership role and structural rule (Pawar & Eastman, 1997; Porter & McLaughlin, 2006; Shamir & Howell, 1999). Despite its complexity, organizational culture is commonly defined as a symbolic system consisting of inner values and outer artefacts collectively experienced by most employees in an organization (Hatch, 1993; Schein, 1992).…”

Section: A Holistic Model Of the Context–trust–behaviour Linkmentioning

confidence: 99%

“…Despite its complexity, organizational culture is commonly defined as a symbolic system consisting of inner values and outer artefacts collectively experienced by most employees in an organization (Hatch, 1993; Schein, 1992). To differentiate cultural norm from structural rule, we have chosen to focus on the inner core of deeply rooted values (Jung & Avolio, 2000; Porter & McLaughlin, 2006) rather than the outer governance modes of organizational form (e.g., the modes of clan, hierarchy, and market) (Moorman et al., 1993; Pawar & Eastman, 1997; Shamir & Howell, 1999). At the core of organizational culture, the inner values serve as the guiding principles in terms of preferred ends and means for the employees in an organization to embrace (O'Reilly et al., 1991).…”

Section: A Holistic Model Of the Context–trust–behaviour Linkmentioning

confidence: 99%

See 2 more Smart Citations

The Contextual Antecedents of Organizational Trust: A Multidimensional Cross-level Analysis

Bai

Xi³

2012

Manag. Organ. Rev.

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In this article we seek to explore the contextual antecedents of organizational trust. In light of the complex links between organizational contexts and organizational behaviours, we focus on the effects of the three most critical contextual antecedents, i.e., leadership role, structural rule, and cultural norm at the organizational level, on organizational trust directly, and their behavioural outcomes at the individual level indirectly, using organizational trust as a cross-level mediator. The empirical results, based on a hierarchical linear model with a sample of 444 employees from 82 firms in China, lent support for our multidimensional cross-level model of context-trustbehaviour link. We extend the research on organizational trust by treating it as a cross-level phenomenon and by specifying its core contextual antecedents and behavioural consequences.

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System Constraints on Leadership Perceptions, Behavior, and Influence: An Example of Connectionist Level Processes

Lord¹,

Brown²,

Harvey³

2001

Blackwell Handbook of Social Psychology: Group Processes

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The Nature and Implications of Contextual Influences on Transformational Leadership: A Conceptual Examination

Cited by 379 publications

References 25 publications

Dare to be different: transformational leadership may hold the key to reducing the nursing shortage

Dare to be different: transformational leadership may hold the key to reducing the nursing shortage

The Contextual Antecedents of Organizational Trust: A Multidimensional Cross-level Analysis

System Constraints on Leadership Perceptions, Behavior, and Influence: An Example of Connectionist Level Processes

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