Transformational leadership research papers

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In , she finished her Psychology major with emphases on work and organizational psychology and neuropsychology, including one semester abroad in the USA. Currently, she gives lectures on leadership and organizational behaviour. Her research interests focus on organizational change, leadership and motivation.

Email: stefanie. Skip to Main Content. Search in: This Journal Anywhere. Advanced search. Submit an article Journal homepage. Pages Published online: 13 Mar Additional information Disclosure statement No potential conflict of interest was reported by the authors.

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    Journal of Change Management Volume 19, - Issue 3. Published online: 23 Jul Robert Gigliotti et al.

    The training corresponds to 1 month full-time work for the leaders. The training is done in teams consisting of 18 leaders in the same geographical area to allow active participation from the leaders. Compared to the existing studies Barling et al. Dvir et al.

    Original Research ARTICLE

    Barling et al. Their training programme included a 1-day group-based training session and four short individual sessions, and they found that the training significantly affected both subordinates' perceptions of leaders' transformational leadership and performance. The strength of our treatment is further increased by the fact that it is done by researchers who strongly believe in the treatments and have extensive teaching experience. This double role of the researchers is not problematic, because we use objective performance data which the researchers can only affect through the leadership training , and because all participants are taught by researchers who are specialized in the leadership training they are responsible for.

    Still, a field experiment always presents multiple ethical dilemmas such as how much the participants should know about the treatments, and we will draw upon the experience from the medical scientific committee system to help solve these dilemma. Specifically concerning the information to the participants, we plan to inform them fully about the concrete elements in their training, while we will not tell them about our theoretical hypotheses.

    It is important to stress we will do our utmost to insure that none of the participants will be worse off by the experiment all parts of the training programmes have for example been used before on leadership courses with satisfactory results in terms of exam scores and student ratings. There will be seven teams with participants for each treatment group. All teaching materials will be developed by all four researchers and will not vary between teams within a given treatment group. Leadership training will be hosted by participating leaders to minimize transportation..

    We do not expect serious drop-out problems, because the treatments correspond to very popular and expensive elements on the existing FMOL education. We will, however, register turnout at each session. Leaders are required to commit themselves to follow only this leadership training in the given year, and individuals who have already initiated other leadership training cannot participate.

    Still, we ask the leaders in survey L1 whether they participated in other relevant activities in the treatment period. Apart from endogeneity, the other key problem in relevant literature is common source bias.


    We have also chosen five types of organizations where performance can be objectively measured: Secondary schools stx, hhx and htx , tax sections, bank branches parts of two biggest banks in Denmark, Danske Bank and Nordea , primary schools and day-care centers. For welfare provision, we focus on education of children of all ages, and the ownership variation is between public and private schools, public and private high schools and public and private daycare centers. We plan to use multiple performance measures to increase the robustness of our results.

    Examples are grades and pass rates for secondary schools, proportion of correct tax assessments and collection of arrears for tax sections, and revenue and profit for bank branches. Performance and absenteeism are measured with register data before and after the treatment.

    The impact of transformational leadership on organizational and leadership effectiveness

    Apart from the availability of objective performance data, other important considerations behind the choice of investigated organizations were the number of leaders and the comparability of private and public organisations. If half of the leaders accept our invitation to participate, there are more than enough tax sections, secondary schools and bank branches to ensure that we can recruit leaders from each of these types of organization. There are enough schools and day-care centers to make sure that we can recruit of each type public and 60 private.

    We are able to compare private and public organizations, because there are both private and public primary and secondary schools and day-care centers, Employees and leaders working in tax sections and bank branches are also highly comparable Jensen We survey leaders and their employees twice, while we survey children and their teachers and parents three times and the municipal executives one time. Survey 1 measures initial leadership strategy and invites the leaders to participate in the experiment. We will code the interviews openly and then focused on the theoretical concepts and compare the results in displays.

    We investigate the impact of training on leadership strategy by D-i-D H1-H3. To identify the derived effects in H4-H15, we apply an IV strategy where assignment into treatment is used as an instrument for leadership strategy. Should it happen that our first stage is too weak, the extensive data sources allow us to use other analytical tools which rely on conditional independence e. Although this will not address causality it will allow us to provide the literature with estimates which are superior to currently published results.

    All analyses will include ownership sector as potential moderator. We have formed an cross-disciplinary advisory panel consisting of leading scholars in the field: Peter Leisink, Edward Lazear, James L.

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    Allison, G. Stillman, III, ea. Public Administration: Concepts and Cases, 5th ed. Boston: Houghton Mifflin Company, chapter 10, Andersen, L. Hip operations at publicly and privately owned clinics in Denmark. Pedersen : Do documentation requirements reduce intrinsic motivation and increase worker absence? Eriksson, N. How to design compensation packages in diverse societies. International Review of Administrative Science 78, 4: pp. Andrews, R. Antonakis, J. Sivasubramaniam : Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire.

    The Leadership Quarterly Avolio, B. Reichard, S. Hannah, F. Chan : A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies. The Leadership Quarterly 20 5 Barling, J. Bass, B. Riggio : Transformational leadership, 2nd ed. European Journal of Work and Organizational Psychology 8 1 Avolio, D.

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    Berson : Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88 2 Boyne, G. Journal of ManagementStudies Bozeman, B. Journal of Public Administration Research and Theory 4 2 Buelens, M. Vanderheyden, R.

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    Kinicki : Organisational Behaviour. Berkshire: McGraw-Hill Education. Calmar Andersen, S. Copenhagen: SFI. Coggins, E. Delfgaauw, J.