Transformational leadership sub-dimensions and their link to leaders' personality and performance

Abstract

The multi-dimensionality of the transformational leadership construct has been under debate in the last decades. To shed more light on this issue, we conducted a meta-analysis (k = 58 studies), examining the transformational leadership sub-dimensions and their links to leader personality and performance in order to gather empirical evidence of the multi-dimensionality of transformational leadership. First, the results showed that the Big 5 personality traits are directly linked to transformational leadership sub-dimensions and to the overall measure, and are indirectly linked to leader performance. Interestingly, however, different combinations of the personality traits are differentially related to the transformational leadership behaviors. For instance, whereas inspirational motivation is related to all personality traits, only openness to experience and agreeableness affect individualized consideration. These findings emphasize the importance of examining the transformational leadership sub-dimensions separately to gain a deeper understanding of the nature and the antecedents of these leadership behaviors.

The Differential Effects of Transformational Leadership on Multiple Identifications at Work: A Meta‐analytic Model

“…We followed a two-step MASEM procedure (e.g. Cheung and Chan, 2005; for similar applications, see Deinert et al, 2015;Jiang et al, 2012). First, the population estimates of bivariate correlations were established meta-analytically.…”

The role of transformative leadership, ICT‐infrastructure and learning climate in teachers' use of digital learning materials during their classes

“…For example, by communicating a clear vision on the use of DLMs, leaders can develop teachers' mindset on the usefulness and necessity of DLMs (Vanderlinde, Dexter, & van Braak, ). Individual consideration relates to the provision of a supportive environment that enables learning, whereas intellectual stimulation relates to the encouragement of developing creative and innovative ideas, reframing problems as well as thinking of new ways of looking at old situations (Deinert, Homan, Boer, Voelpel, & Guterman, ). Indeed, Razzak () mentioned leadership that should support monthly meetings to exchange ideas and ICT related experiences, give feedback on ICT implementations through regular classroom visits, and the setup an adequate ICT‐infrastructure.…”

The Influence of Transformational Leadership Behaviours on Oman Public Employees’ Work Performance

“…This indicates that transformational leadership components emerged as the contributing factor and play important roles in enhancing employees' work performance. Moreover, the need to extend the research on the influence of separate dimensions of transformational leadership to gain a deeper understanding of the nature and the antecedents of these leadership behaviours, rather than the usual practice of combining them into one overall scale as reported in the literature (Deinert et al, 2015;Van Knippenberg and Sitkin, 2013) is met in this research, by examining the influence of individual transformational leadership dimensions on contextual and task performance. There are limited studies that have examined the relationships between transformational leadership dimensions and contextual and task performance generally and with respect to Omani public service organizations.…”

“…Although incredible achievements were recorded by previous research, emphasizing the overall significance of transformational leadership in enhancing employees' work performances; there is also considerable reported research that calls for the needs to examine individual transformational leadership dimensions (Deinert et al, 2015). More specifically, there is a lack of studies that investigated the influence of transformational leadership behaviours demonstrated by Omani top managers level and how that impact employees' work performance.…”