The Dual Effect of Transformational Leadership: Priming Relational and Collective Selves and Further Effects on Followers

By R. Kark, Boas Shamir. 2013

337 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0c09446da3a1e609d76378ee4f699ce60c4f1b9d

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Citations in the corpus

Transformational leadership and innovation in an R&D organization experiencing major change (2013, background): “Also strong levels of identification by individuals increase positive perceptions of the group (Tajfel, 1982) and increase team members’ motivation and willingness to co-operate with others (Kark and Shamir, 2002).”
Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context (2012, background): “…depends on the leader’s proper behaviours of leadership; and a series of empirical studies repeatedly demonstrated the effect of the leader’s personal power on innovation (e.g., Amabile et al., 1996; Bass & Avolio, 1994, 1997; Deci & Ryan, 1985; Kark & Shamir, 2002; Krause, 2004; Lee, 2008).”
Transformational leadership and job performance : a social identity perspective (2014, methodology): “The study also followed Kark et al.'s (2003) suggestion to aggregate transformational leadership to the group level, conceptualizing that the responses to group-focused leadership are collective perceptions and subordinates will share their perceptions within each group.”
Self-Efficacy and Resilience: Mediating Mechanisms in the Relationship Between the Transformational Leadership Dimensions and Well-Being (2019, background): “Moreover, Kark (2000), and Kark and Shamir (2002) suggested that, because individualized consideration behaviors emphasize the distinctiveness of each follower, they are likely to be reciprocated by subordinates with higher levels of personal identification with the leader and, in turn, higher…”
Leadership and followership identity processes: A multilevel review ☆ (2017, background): “It is also important to note that both leader and follower identities are organized within a status hierarchy (Eilam-Shamir et al., 2016; Shamir, House, & Arthur, 1993; Kark & Shamir, 2002, 2013).”
Servant leadership and commitment to change, the mediating role of justice and optimism (2012, background): “Leadership and justice Most theories on leadership styles mainly focus on the organization, for example in theories about transformational and transactional leadership (Bass, 1990; Burns, 1978; Kark and Shamir, 2002).”
Relationship between leadership styles and dimensions of employee organizational commitment: a critical review and discussion of future directions (2014, neutral): “…not been studied in a systematic manner (Avolio et al., 2004), and several authors have suggested that greater attention should be paid to understand how these influential processes operate in transformational leadership (Kark & Shamir, 2002; Conger, Kanungo & Menon, 2000; Bass, 1999; Yukl 1999).”
Differentiated transformational leadership and knowledge sharing: A cross-level investigation (2014, background): “, Bass & Avolio, 1994; Dvir, Eden, Avolio, & Shamir, 2002), Kark and Shamir (2002) integrated relative theories and further proposed that transformational leadership’s influence process might involve dual-level effects targeting groups and individuals separately.”
Getting Everyone on Board (2015, background): “Consistent with Kark and Shamir’s (2002) proposed dual level of transformational leadership model in which individual consideration and intellectual stimulation were categorized as individualfocused behavior because they focus on individual followers’ needs and capabilities and recent empirical work”
Reconsidering the accuracy of follower leadership ratings (2015, background): “To that end, self-appraisals may become inextricably linked to leadership appraisals, as individuals are motivated to attribute desirable qualities to leaders and, through reflection, to themselves (Kark & Shamir, 2002).”
Does Entrepreneurial Leadership Foster Creativity Among Employees and Teams? The Mediating Role of Creative Efficacy Beliefs (2019, background): “…a high level of (creative) efficacy, members are highly likely to put their efforts toward (creative) achievements (Gully et al. 2002), as their strong connection with the team (Kark and Shamir 2013) encourages their personal creative contributions to greater team results (Brewer and Gardner 1996).”