Virtual communication, transformational leadership, and implicit leadership

Abstract

This research was designed to test the theoretical relationship among personality, implicit leadership, and transformational leadership in a setting devoid of face-to-face communication, which we entitled virtual communication. Specifically, the study was designed to link, by using the International Personality Item Pool (IPIP), traits from the 5-factor model of personality (the Big 5) to followers' perception of the leadership style of a virtual leader on the basis of Bass and Avolio's MLQ-5X (1994).A voluntary sample consisted of undergraduate and graduate students from two universities in the south Texas area (N ϭ 306). Respondents to the virtual communication rated Leader 1's communication, which used previously identified transformational language (Salter, Carmody-Bubb, Duncan, & Green, 2007), as significantly more transformational than Leader 2's communication, using words not associated with transformational leaders. Participants who scored high in the Big 5 personality traits of agreeableness, openness to experience, conscientiousness, and extraversion rated the leader as more transformational while those high in neuroticism rated the leader as less transformational.

The Impact of Youth Sports on Leadership Styles in the Hospitality Industry

“…MLQ is considered the full range leadership model for rating individuals' leadership behavior (Bass & Avolio, 2004). Salter, Green, Duncan, Berre, and Torti (2010) found that individuals associate motivational or inspirational words to a transformational leadership style. Subjects correlated effective communication to transformational leadership traits using MLQ to assess leadership behaviors (Salter et al, 2010).…”

“…Salter, Green, Duncan, Berre, and Torti (2010) found that individuals associate motivational or inspirational words to a transformational leadership style. Subjects correlated effective communication to transformational leadership traits using MLQ to assess leadership behaviors (Salter et al, 2010). Individuals in youth sports learned to associate key encouragement words to motivate teammates (i.e., the team believes in you) (Calhoun, 2007).…”

“…Transformational leaders were believed to use passionate and emotional language to motivate subordinates, and transformational leaders used this form of communication to inspire followers to transform behaviors to benefit the organization (Salter et al, 2010). MLQ demonstrated the correlation between motivational words, and transformational leaders; MLQ is recognized as the most valid instrument for assessing leadership styles (Bass & Avolio, 2004;Salter et al, 2010). Hospitality firms are very complex, and MLQ can be used to assess leaders within complex and high-pressure work environments (Ng, 2011).…”

Leadership influence on the relationship between communication satisfaction and job satisfaction in computer-mediated communication environments

“…45-item MLQ 5X has been widely used by researchers and scholars (Curtis, et al, 2017;Choi, et al, 2017;Yaghoubipoor, et al, 2013;Salter, et al, 2010;López-Zafra, et al, 2008). Previous research showed a reliability coefficient of .94.…”

Adult attachment and perceived parental style may shape leadership behaviors

“…Bass and Avolio's (1994) full range leadership model has led to continuous research regarding effects of leadership styles on employees' perception and performance (e.g. Hoyt and Blascovich, 2003;Judge and Piccolo, 2004;Lowe et al, 1996;Salter et al, 2010;Tejeda et al, 2001;Turner et al, 2002). As manifested by contemporary evidence (e.g.…”