Transformational Leadership in a Management Game Simulation

Abstract

This investigation examined the practices of transformational and transactional leadership in a management simulation game that spanned a 3-month period. Transformational and transactional leadership were measured by using Bass's (1985) Multifactor Leadership Questionnaire (Form 4). Participants were second-year, part- time and full-time MBA students who worked in teams, each composed of seven to nine members. Each team represented the senior management of a hypothetical manufacturing organization. Data were collected from 27 teams on the perceived leadership of team presidents and the financial performance of their respective teams. Financial performance was based on five traditional indicators of organi zational effectiveness,that is, market share, stock price, earnings per share, return on assets, and debt-to-equity ratio. Analyses of leadership data collected independently of financial performance demonstrated significant and positive relationships be tween active transactional leadership, transformational leadership, and organi zational effectiveness.

The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

“…New paradigms of leadership emphasize the need to beyond coordinating existing resources, both human and physical, and to find a way of eliciting the generation of new, extraordinary resources among followers (Abdelgawad et al, 2013;Avolio et al, 1988;Bass & Avolio, 1990;Breevaart et al, 2014;Chen & Silverthorne, 2005;Clinebell, 2014;Daft, 2009;Kouzes & Posner, 2006). Transformational leadership can be considered an example of this new approach to leadership.…”

“…There are numerous leadership styles, and there are also numerous ways of measuring the different leadership styles that exist (Abdelgawad, Zahra, Svejenova, & Sapienza, 2013;Avolio, Waldman, & Einstein, 1988;Bass & Avolio, 1990;Breevaart et al, 2014;Chen & Silverthorne, 2005;Clinebell, 2014;Daft, 2009;Kouzes & Posner, 2006). One increasingly common means of classifying leadership styles is through the HATASO merj.scholasticahq.com…”

The role of supply chain leadership in the learning of sustainable practice: Toward an integrated framework

“…Defee et al (2009aDefee et al ( , b, 2010 Individualized consideration refers to a leader's ability to recognize each individual follower's unique skills and development needs. Transformational leaders focus on developing long-term relationships and do not seek to control followers' behaviour through the use of contingent rewards, but manage in a more holistic way (Avolio et al, 1988;Bass, 1985). Harland et al (2007) argue that the fact that downstream larger businesses don't assume supply chain leadership poses a barrier for SMEs adopting e-Business (information technology based business).…”

Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator

“…Transformational leadership style was originally coined by Burns (1978) in his theory of transformational leadership that was advanced and refined by distinguished researchers like Bass (1985) and Avolio (1988) label transformational leader as farsighted, and able to accomplish change through grander assurance of his commands. Transformational leaders inculcate satisfaction among followers, which stimulates the individuals to perform extra role behaviors (Jung and Yoon, 2012).…”