变革型领导行为与员工绩效研究的国内外文献综述

变革型领导行为会对员工的绩效水平产生直接影响,并最终对整个企业的绩效产生影响。通过对国内外有关变革型领导行为与员工绩效之关系等文献的研究,从变革型领导的概念界定、变革型领导的结构、员工绩效的概念及维度以及变革型领导行为与员工绩效之间的关系等方面得出的结论是:大多数学者都认为领导者的变革型行为可以对员工的工作满意度、工作投入和任务绩效产生影响;不少学者还建立了相关模型对其进行实证分析。但目前看,研究结论不尽相同,故基于理论的实证研究还有待于进一步提高。未来可通过不断研究,进一步开发领导者的变革型领导行为,从而达到激发员工的工作投入热情,提高员工的工作绩效的目的。     

领导理论发展的研究综述

领导理论是研究领导有效性的理论。自20世纪40年代以来,西方学者从不同角度对领导问题进行大量研究,先后形成了三个不同的发展阶段:领导特性理论、领导行为理论和领导权变理论。20世纪80年代以来,经济的不断发展和企业的不断增加促使越来越多的学者及实践工作者从其它角度对领导行为进行研究,推动了领导理论的发展。具有代表性的领导理论主要有:领导归因理论;魅力型领导理论;交易—变革型领导理论;团队领导。     

我们需要什么样的商业领袖

区分交易型和变革型领导行为,并不意味着两者是不相关的。伯恩斯认为这两种领导行为是同一连续体的两个极端,而巴斯认为它们是两个分开的维度:一个领导者既有变革型的一面,同时又具有交易型的一面,变革型领导以交易型领导为基础,但反向则不然。只有变革型领导行为方能为组织提供一个合适的     

民营企业成长机制研究——基于领导行为的视角

在高速发展的时代,民营企业的成功离不开其灵魂人物民营企业家。企业家的领导行为是企业健康成长的源动力,决定着企业绩效水平。本文基于领导行为视角,探讨我国文化背景下民营企业家变革型领导行为对员工角色外绩效的影响和作用机制,为我国民营企业领导者有效管理和调整自身领导行为,提高企业绩效,促进企业良性成长提供对策和建议。     

民营企业发展阶段和领导行为的匹配研究

本文基于企业周期理论,选取了当前研究热点中的具有代表性的交易型领导、变革型领导和家长式领导行为,抽取了其中的若干特质与企业所处的周期进行匹配。探讨了企业领导行为在不同周期条件下的适用性。     

变革型领导行为对知识型员工敬业度的影响研究

随着知识经济的到来,知识型员工已经成为企业的宝贵财富,其敬业度已经成为近些年企业关注的焦点。本文归纳总结知识型员工的定义及特点,并介绍不同的学者观点。本文试图从变革型领导行为与敬业度的关系着手,研究表明,变革型领导行为正向影响员工敬业度。     

管理者影响行为及其有效性分析

管理者对于下属的影响一般情况下会经历顺从、认同、内化三个阶段(层次)。下属的态度决定了管理者影响行为的有效性。本文分别从影响力和领导力的视角对管理者影响行为及其有效性进行了深入分析。就影响力而言,理性或软性的影响行为会产生积极的影响效果;从领导力的视角看,变革型领导而非交易型领导行为更有效。影响行为的适用性受到任务特征、下属特征以及管理者特征等权变因素的制约。     

组织行为中的变革型领导理论综述

变革型领导理论是最近二十多年来西方领导理论研究的热点问题,并已成为领导学研究的新范式。从相关工作态度、工作绩效及行为等方面分析变革型领导的作用效果及机制,结果显示:变革型领导对团体或组织绩效、领导者下属的个人工作绩效以及下属的组织公民行为等有着积极或消极的影响。因此,组织应重视领导者的变革型领导行为,采取有针对性的措施来进行领导者行为的训练。     

变革型领导对员工工作态度的影响路径研究——基于外部因素到内在动机转化的视角

基于目标设置、目标自我一致、自我效能感等理论观点,将这些观点纳入到变革型领导影响员工工作态度的作用机制的大框架下,探讨变革型领导行为这一外部因素转化为员工内在动机的激励和影响机理,以此为基础对各要素之间的关系进行梳理分析,并提出相关的研究命题。这将是对国内外学者关于变革型领导对员工工作态度影响路径研究的一个拓展,将有助于人们对变革型领导发挥作用的过程有更全面、更完整的认识。     

变革型领导对组织绩效的影响

变革型领导作为组织绩效最重要的影响因素之一，近年来倍受中外学者的关注。研究表明，变革型领导者能够通过自己的行为对下属产生正面的影响，使下属为了组织的利益而超越自身利益，从而提高团队绩效。该文将在前人研究的基础上进一步探寻变革型领导是如何影响组织绩效的，为企业管理者提供一定的理论参考。     

Book essay on “The Dark Side of Transformational Leadership: A Critical Perspective”

The recent economic misfortune challenges the legitimacy of business leadership and those presented as heroic, charismatic and transformational visionaries. This book contributes to the lively debate about the role of transformational leadership in business and society. Tourish parallels transformational leadership with cults; and argues that the noticeable overlaps should caution against the potential of moving organizations further along the dysfunctional cult continuum than is desirable. In addition to dissent, Tourish promotes consideration of an alternative perspective based on institutionalized feedback into the organizational decision-making process. This book sets out to prepare students of leadership to critically analyze and reflect on leadership behavior and decisions, and to warn, against trusting too much in the judgment of others and not enough in our own.     

The Determinants of Green Product Development Performance: Green Dynamic Capabilities, Green Transformational Leadership, and Green Creativity

Because no previous literature discusses the determinants of green product development performance, this study develops an original framework to fill the research gap. This study explores the influences of green dynamic capabilities and green transformational leadership on green product development performance and investigates the mediation role of green creativity. The results demonstrate that green dynamic capabilities and green transformational leadership positively influence green creativity and green product development performance. Besides, this study indicates that the positive relationships between green product development performance and their two antecedents—green dynamic capabilities and green transformational leadership—are partially mediated by green creativity. It means that green dynamic capabilities and green transformational leadership can not only directly affect green product development performance positively but also indirectly affect it positively via green creativity. Hence, companies have to increase their green dynamic capabilities, green transformational leadership, and green creativity to enhance their green product development performance.     

Followers’ Innovative Behavior in Organizations: The Role of Transformational Leadership,Psychological Capital and Knowledge Sharing

This study develops and tests a conceptual model of followers’ perceptions of transformational leadership as an antecedent to their innovative behavior in organizations. Specifically, we hypothesize that followers’ innovative behavior can be directly and indirectly influenced by their perceptions of transformational leadership. Knowledge sharing has a mediating effect and followers’ psychological capital has a moderating role in the relationship between transformational leadership and followers’ innovative behavior. A total of 212 employees from a diverse range of industries filled out questionnaires. Hierarchical linear modeling is used to analyze the relations. Results reveal that transformational leadership produces positive and significant impacts on followers’ innovative behavior and this relationship is fully mediated by knowledge sharing. Results also indicate that the positive relationship between transformational leadership and followers’ innovative behavior is enhanced only when followers possess high psychological capital. This paper adds to innovation literature by empirically testing the moderating role of psychological capital and the mediating role of knowledge sharing on the link between transformational leadership and followers’ innovative behavior. Implications of the findings for theory, research, and practice are discussed.     

Senior expatriate leadership's effects on innovation and the role of cultural intelligence

We propose that senior expatriates’ visionary–transformational leadership influences the rate of innovation adoption in the organizations or units they head, but cultural intelligence moderates this relationship. Our hypotheses were tested with data from 153 senior expatriate managers and 695 subordinates from companies in all 27 countries of the European Union. We found a direct influence of senior expatriates’ visionary–transformational leadership on the rate of innovation adoption. Cultural intelligence moderates the effect of senior expatriates’ leadership on organizational innovation, but not on product-market innovation. Implications for academic research and business practice are discussed.     

Transformational Leadership and Follower’s Unethical Behavior for the Benefit of the Company: A Two-Study Investigation

Although the ethical dimension of transformational leadership has frequently been discussed over the last years, there is little empirical research on employees’ ethical behavior as an outcome of transformational leadership. This two-study investigation examined the relationship between transformational leadership and unethical yet pro-organizational follower behavior (UPB). Moreover, mediating and moderating processes were addressed. Our research yielded a positive relationship between transformational leadership and employees’ willingness to engage in UPB. Furthermore, both studies showed employees’ organizational identification to function as a mediating mechanism and employees’ personal disposition toward ethical/unethical behavior to moderate the relationship between organizational identification and willingness to engage in UPB. Altogether, results indicate transformational leadership to entail a certain risk of encouraging followers to contribute to their company’s success in ways that are generally considered to be unethical. Implications regarding the ethical dimension of transformational leadership are discussed.     

The Relationship Between Transformational Leadership and Followers’ Perceptions of Fairness

Of recent time, there has been a concern about ethical leadership and ethics in business. Research on leadership did not pay a lot of attention to fairness and many authors have studied the relationship between leader fairness and factors such as outcome satisfaction and trust in leader for instance. For the moment, there is no study that focused on the direct relationship between transformational leadership and fairness. That’s why; in this paper our aim is to study the relationship between transformational leadership and the employees’ perceptions of fairness, mainly the three types of fairness which are distributive, procedural, and interactional in French firms. A questionnaire survey was sent to employees working in the industry and service sectors. A sample of 100 respondents was collected. We found a partial relationship between employees’ perceptions of fairness and transformational leadership. More specifically, we found that procedural and interactional fairness are strongly associated with transformational leadership.     

变革型领导如何影响员工亲组织非伦理行为?——一个被调节的中介作用模型

本文从社会认同理论的视角,对变革型领导与亲组织非伦理行为之间的关系进行考察,并且构建一个被调节的中介模型.研究选取浙江省3家企业的300名员工作为研究对象,探讨了在组织领导化身调节下,变革型领导与亲组织非伦理行为的关系,以及组织认同的中介作用.研究结果表明:变革型领导对亲组织非伦理行为具有积极的预测效应;组织认同在变革型领导与亲组织非伦理行为之间起部分中介作用;领导组织化身在变革型领导和组织认同之间起调节作用.     

Transformational leadership and job performance: A social identity perspective

Drawing on social identity theory, this study provides a model explaining the underlying process through which transformational leadership influences creative behavior and organizational citizenship behaviors. Individual differentiation and group identification are proposed as social identity mechanisms reflecting the characteristics of personal and collective identity orientations that underpin the differential effects of transformational leadership behaviors on performance outcomes. The model is tested with data from a sample of 250 front-line employees and their immediate managers working in five banks in the People's Republic of China. Results of hierarchical linear modeling provide support for the model whereby group-focused and individual-focused transformational leadership behaviors exert differential impacts on individual differentiation and group identification. Furthermore, individual differentiation mediates the relationship between individual-focused transformational leadership and creative behavior, whereas group identification mediates the relationships between group-focused transformational leadership and OCBs toward individuals and groups. Implications for theory and practice are discussed and future research directions are outlined.     

Who Shall Lead Us? How Cultural Values and Ethical Ideologies Guide Young Marketers’ Evaluations of the Transformational Manager–Leader

Today’s young marketers transition from schools and into the workforce with a variety of career options in sales, advertising, and general marketing after graduation. Beyond their discipline-specific knowledge of market research, consumer behavior, and marketing communications, these individuals bring along their own set of personal values and ideologies that may influence how they engage the people, personalities, and priorities of the business organization. As new generations of young professionals enter the publicly scrutinized fields of sales and marketing, they are expected to make morally grounded decisions that may be informed by these values and ideologies. This study frames this state of affairs by examining the inquiry “Who Shall Lead Us?” whereby young marketers evaluate the fitness of a leadership climate in which they would potentially work. Here, individual cultural values and ethical ideologies are posited to influence evaluations of transformational leadership.     

Dispelling misconceptions and providing guidelines for leader reward and punishment behavior

One unfortunate consequence of the focus on “charismatic,” “transformational,” and “visionary” leader behaviors during the past few decades has been the tendency to diminish the importance that transactional leadership behaviors have on leadership effectiveness. We say that this is unfortunate because recent research has shown that transactional leadership, in the form of contingent reward and punishment behaviors, can have substantial effects on a variety of important employee attitudes, perceptions, and measures of job performance. Therefore, in this article we discuss some possible reasons why transactional leadership has been relegated to a lesser role than transformational leadership, summarize the research that indicates the importance of leader contingent reward and punishment behavior to leadership effectiveness, and identify some of the mechanisms that these forms of leadership behavior work through to influence employee attitudes and behaviors. Following this, we address ten misconceptions managers often have regarding the administration of rewards and punishments, and provide some recommendations about how leaders can improve their effectiveness in administering recognition and discipline in organizational settings.