Contrasting Burns and Bass: Does the transactional‐transformational paradigm live up to Burns' philosophy of transforming leadership?

Both proponents and critics view the transactional‐transformational paradigm (Bass, 1997, 1998) as the brainchild of Burns' (1978) philosophy of transforming leadership. However, Burns (2003) has criticized the paradigm's narrow managerialist orientation and the claim that it is uniformly applicable to any culture and organization. In this article, I first summarize and articulate Burns' (1978, 2003) and Bass' (1985, 1998) approaches toward leadership, then compare them by using a new four‐dimensional framework. Extending previous research (Yukl, 2006), the framework represents a useful tool for detecting the commonalities and differences between leadership theories with respect to the core dimensions, categories, and aspects of leadership. My inspection indicates that Burns' and Bass' conceptions stem from disparate contexts and differ in their applicability. Thus, Burns' (1978) ideas stem from political movements ideally characterized by mutual quest for shared meaning and active collaboration between leaders and followers. Conversely, Bass' (1985) approach springs from military training in which leaders transfer existing knowledge to followers and stimulate their activity by using a variety of tools from inspirational motivation to individualized consideration. This study has important practical implications as it delineates the boundary conditions of the transactional‐transformational paradigm and warns against its uncritical adoption in incongruent leadership contexts.     

‘Change or hold: reexamining HRM to meet new challenges and demands’: the future of people at work: a reflection on diverging human resource management policies and practices in Dutch organizations

As a consequence of continual change pressures on everyday organizations, a gradual but noticeable shift is taking place in the way managers and employees view the employment relationship. Expectation patterns between both parties are starting to diverge into what seems to be new forms of managing people, based on different assumptions regarding their importance in the (knowledge based) economy. Traditional differences in employment expectations between superiors and their subordinates, between higher and lesser educated and between intrinsically and extrinsically motivated employees, are currently making place for differences between younger and older knowledge workers and for diversity and professionalism. In this article, HRM is contrasted against two emerging approaches towards the management of people, which are currently subsets of HRM, but gaining momentum as potential replacements for HRM. First, we identify ‘Transaction-based Management of People (TM)’ in which the employment relationship mirrors that of a financially driven exchange relationship, similar to transaction economics. We refer to the second approach as ‘Professional-based Management of People (PM)’ in which the nature of the employment relationship reflects the recognition of people in organizations as ‘true’ professionals who know best what constitutes superior business performance. These approaches have been empirically examined by means of a representative survey among Dutch directors and managers.     

Measuring the Returns to Networking and the Accumulation of Social Capital: Any Evidence of Bonding,Bridging, or Linking?

This article presents analyses of individual investment in social capital using both the British Household Panel Survey (BHPS) and the UK Time Use Survey (2000) (UKTUS). We suggest a general theoretical framework that could possibly explain individual investment in various forms of social networking. Measures of social capital are then constructed in an attempt to capture the extent of individual investment in bonding, bridging, and linking networks. These measures, together with other socioeconomic indicators, are used as explanatory factors in wage equations, estimated using ordered probit, OLS, and instrumental variable approaches. We are unable to identify any consistent returns from investment in bonding and bridging networks. In contrast, the evidence suggests that any returns to investment in the development of linking social capital simply derive from the positive signals that group membership may transmit to potential employers. Our results underline the contrast between studies that consider social capital as an attribute of communities, as opposed to individuals, in that we find a negative return to social activity at the level of the individual.     

The effect of World Bank trade adjustment assistance on trade and growth, 1987–2004: Is the glass half full or half empty?

This paper studies the association between trade reform, growth, and trade adjustment assistance in a sample of developing countries that underwent trade reforms during 1987–2004. Our analysis explicitly differentiates between a group of countries that received trade adjustment loans from the World Bank and a non-recipient group. The results suggest that trade adjustment assistance is positively associated with economic growth after trade reform in the medium to long run. In comparison to a pre-reform period and to the non-recipient group, the recipient countries registered 0.2 percent higher growth of real GDP per capita, 5.0 percent higher import growth, and 2.5 percent higher export growth over a period of three to five years after trade reform.