Transformational leadership: is it time for a recall?

Lee, Mei

doi:10.18646/2056.11.14-002

Cited by 35 publications

(34 citation statements)

References 41 publications

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“…DISCUSSION Despite the research sustaining the four I's that has claimed to add empirical validity to the additive effect of each of the variables, the current paper argues that the four I's are indistinct, do not coexist, and clearly have no additive effect. Some researchers have highlighted that the four I's overlap with each other, indicating that they are not distinctly delimited (Lee, 2014;MacKenzie et al, 2005;Northouse, 2013;Rickards & Clark, 2006;Tracey & Hinkin, 1998). These four factors correlate with transactional and laissez-faire factors, implying that they are not distinctive to transformational leadership style (Lee, 2014;Northouse, 2013;Tejeda et al, 2001).…”

Section: Evidencementioning

confidence: 99%

“…Some researchers have highlighted that the four I's overlap with each other, indicating that they are not distinctly delimited (Lee, 2014;MacKenzie et al, 2005;Northouse, 2013;Rickards & Clark, 2006;Tracey & Hinkin, 1998). These four factors correlate with transactional and laissez-faire factors, implying that they are not distinctive to transformational leadership style (Lee, 2014;Northouse, 2013;Tejeda et al, 2001). They correlate highly with each other, signifying also that they are not independent from each other or distinct factors (Alatawi, 2013(Alatawi, , 2015Northouse, 2013;Tejeda et al, 2001).…”

Section: Evidencementioning

confidence: 99%

“…Research has confirmed that the four I's overlap with each other, thus implying that they are not distinctly delimited (Lee, 2014;MacKenzie et al, 2005;Northouse, 2013;Rickards & Clark, 2006;Tracey & Hinkin, 1998). Lee (2014), Northouse (2013), and Tejeda et al (2001) provided evidence that the four I's correlate with transactional and laissez-faire factors, proposing that they are not unique to transformational leadership. Alatawi (2013Alatawi ( , 2015, Northouse (2013), and Tejeda et al (2001) affirmed that the four I's correlate highly with each other, indicating that they are not independent from each other.…”

Section: Introductionmentioning

confidence: 99%

“…Some studies have challenged the conceptual clarity of the transformational leadership model, especially the construct validity of the four I's (Alatawi, 2013(Alatawi, , 2015Lee, 2014;MacKenzie, Podsakoff, & Jarvis, 2005;Northouse, 2013;Rickards & Clark, 2006;Tejeda, Scandura, & Pillai, 2001;Tracey & Hinkin, 1998;van Knippenberg & Sitkin, 2013). Research has confirmed that the four I's overlap with each other, thus implying that they are not distinctly delimited (Lee, 2014;MacKenzie et al, 2005;Northouse, 2013;Rickards & Clark, 2006;Tracey & Hinkin, 1998).…”

Section: Introductionmentioning

confidence: 99%

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The Myth of the Additive Effect of The Transformational Leadership Model

Alatawi

2017

CMR

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This paper reexamines the additive effect of the transformational leadership model to refine the perception of the transformational leadership theory. It concludes that transformational leadership does not produce a total effect the same as the sum of the effects of the four I's. It argues that the additive effect of transformational leadership is a myth and that the four I's do not have an additive influence. Therefore, researchers should not introduce the four I's as a legitimate model of transformational leadership. For future research, this paper highlights the need for a new theory that justifies transformational, transactional, and laissez-faire leadership styles with conceptual clarity.

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Section: Evidencementioning

confidence: 99%

Section: Evidencementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Myth of the Additive Effect of The Transformational Leadership Model

Alatawi

2017

CMR

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“…As outlined in the brief review of the history of leadership development above, leadership theory has evolved from more traditional 'leader-focused' models to the new-genre leadership theories (in which charismatic and transformational leadership models are the most widely studied); these incorporate more pluralistic, multi-level and contextual perspectives (Avolio et al, 2009;Lee, 2014;Lowe and Gardner, 2000). A considerable amount of research has taken place on the relationship between leadership theories, leadership styles, leadership behaviour and national culture, but far less research has been focused on the role of culture in leadership development.…”

Section: Leadership Theoriesmentioning

confidence: 99%

Leadership Development Programs: Investigating the Impact of Contextual and Cultural Factors on LDP Effectiveness in the United Arab Emirates

Kamali¹,

Jayashree²,

Lindsay³

2015

IJMAR

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Abstract:The interest in leadership continues to grow over the past few decades. Leadership Development Programs (LDPs) have become a priority for all sectors, especially for the public sector. However, LDPs tend to be based on Western leadership theories, and predominantly utilize Western leadership development approaches, and do not consider the influence of national culture in their utilization, namely high-context cultures, as exists in the United Arab Emirates (UAE). This exploratory study focuses on elucidating leadership conceptualizations among Emirati leaders identifying their perceptions of the factors that impact on LDPs and leadership outcomes in the UAE public sector. Semi-structured interviews were conducted with 10 leaders from three Dubai government organisations and data were analyzed using NVivo 10. The significance of the findings of the study are: (1) leadership conceptualizations were based on the common themes of inspiring others and communication, (2) mentoring and coaching were noted to be among the best mechanisms utilized in LDPs, (3) leadership challenges included access to financial resources, adapting to 'smart' government, and building and retention of leaders-hence the need for effective LDPs. The study provides a unique and significant contextual contribution highlighting improvement in opportunities for leadership development programs in the UAE public sector.

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Strengthening Sisters: How Latter‐day Saint Missionary Service Prepares Women for Leadership

Lafkas

Fox-Kirk

Madsen

et al. 2021

J of Leadership Studies

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Women, especially those from highly religious societies, are underrepresented in professional and civic leadership positions. Considering how women's life experiences, especially from religious volunteer opportunities, can be reframed as training for broader leadership roles could help address this disparity. The potential for women to learn leadership skills from volunteer religious service is an overlooked, but possibly important, means of transferability to larger leadership roles. The current article describes a qualitative study of women's perceptions of leadership skills gained while serving as full‐time volunteer missionaries for The Church of Jesus Christ of Latter‐day Saints during young adulthood. Respondents described perceptions of leadership skills developed throughout missions as well as perceptions about how they are currently using these skills. Findings suggest many women perceived growth in leadership skills from missionary service, especially in the areas of interpersonal interactions and relationships, although they reported currently utilizing skills more in church and family roles rather than professional or civic ones. The study is discussed in the context of literature related to gender and types of leadership approaches, as well as Relational‐Cultural Theory. Implications for facilitating respondents' post‐mission skill transfer to future leadership roles are presented. Larger scale applications for women's leadership development are also considered.

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Transformational leadership: is it time for a recall?

Cited by 35 publications

References 41 publications

The Myth of the Additive Effect of The Transformational Leadership Model

The Myth of the Additive Effect of The Transformational Leadership Model

Leadership Development Programs: Investigating the Impact of Contextual and Cultural Factors on LDP Effectiveness in the United Arab Emirates

Strengthening Sisters: How Latter‐day Saint Missionary Service Prepares Women for Leadership

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