06_Linda

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** Transformational Leadership (TL) - NOTES ** Avolio, B. (1999). Full Leadership Development: Building the Vital Forces in Organizations. California: Sage Publications. "People we will call transformational leaders attempt to make the challenges meaningful for you, ones you feel capable of handling and encouraged to persist at until you have been successful." Boerner, S., Eisenbeiss, S. et al. (2007). Follower Behavior and Organizational Performance: The Impact of Transformational Leaders. // Journal of Leadership and Organizational Studies //, Vol. 13 No. 3. DOI: 10.1177/10717919070130030201: Meta-analyses show a **positive relationship between TL and organizational performance.** What are the “mediating processes between transformational leadership and organizational success?” Previous research has shown rlsp btw TL and: - HRM practices (staffing, training, compensation, etc.) affecting performance and absenteeism - Employees’ positive moods - Leader-follower relationship - Followers’ self-efficacy beliefs - Intrinsic motivation - Agreement on values - Trust and satisfaction Boerner et al study the mediating role of organizational citizenship behaviour (OCB). “Transformational leaders inspire followers to achieve extraordinary outcomes by providing both meaning and understanding” (p. 15). Four components of transformational leadership: OCB comprises “extra-role behaviours that are not within the role” but are of importance for “efficient processes in organizations”: 1. helping behaviour: stimulates performance bcz new colleagues easily integrated into group. Low energy expenditure on group maintenance functions. Transformational leaders strengthen the common identity of work groups. Objectives become part of shared group identity. Transactional leadership doesn’t trigger this extra-role behaviour (p. 17) as it rewards in-role performance and focuses on economic exchange – meaning followers act rationally by only committing to as much as will be rewarded. Innovation requires creative ideas and divergent perspectives to be pronounced and shared with coworkers. Controversial discussion is required (18). TL climate allows this.
 * Idealized influence ** – followers emulate their leaders. Leaders act as role models, share risks, consider followers’ needs, behaves in a “manner consistent to articulated ethics, principles and values” (p. 16)
 * Inspirational motivation ** – work has meaning and challenge, leaders display enthusiasm and optimism, future is envisioned.
 * Intellectual stimulation ** – Leaders question assumptions, reframe problems, and do not ridicule followers’ mistakes
 * Individualized consideration ** – Leaders act as coach or mentor. New learning opportunities. Individual differences are considered.
 * TL is opposed to “transactional leadership ** ,” which is primarily based on an economic exchange. (p. 17).
 * Transformational Leadership, Transactional Leadership, and Innovation: Debate as Mediator **

Avolio, B. & Bass, B. (2002). // Developing Potential Across a Full Range of Leadership: Cases On Transactional and Transformational Leadership. // New Jersey: Lawrence Erlbaum Associates, Inc. compete from the inside out by increasing ** its ** capacity ** for ** change-has become a competitive advantage in **itself.” P. 91**
 * // “An //** organization's ability to conceptualize and manage change-to

Dvir, T. et al. (2003). The emotional bond: vision and organizational commitment among high-tech employees. //Journal of Organizational Change Management.// Vol. 17, No. 2. Pp. 126-143. “Affective commitment is an affect-focused attitude toward the organization that represents the emotional bond between an employee and his or her organization” p. 128 “…a vision, which is formulated by the CEO, saturated with social values, and shared by the organization’s employees, is positively related to the employees’ organizational affective commitment.” P. 138 “…the more the vision is saturated with social values, the higher the employees’ organizational affective commitment.” P. 139. “…the ability to include transcendental elements in the vision’s content, on top of the realistic elements, is a central feature of vision content that is positively related to the emotional bond between the employees and their organization.” P. 139 “…the leader’s vision is a potentially powerful tool for creating such an emotional commitment” p. 141.