Setting the stage for effective leadership: Antecedents of transformational leadership behavior

By William H. Bommer, R. S. Rubin, Timothy T. Baldwin. 2004

207 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/12c4c7c4a7713fe4cc6531643803cd23d3ab3a1b

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Leading from Within: The Effects of Emotion Recognition and Personality on Transformational Leadership Behavior (2005, methodology): “Following George’s (1990) suggestion and previous transformational leadership behavior research (e.g., Bass et al., 2003; Bommer et al., 2004), we computed a measure of within-group agreement (rwg) taken from James, Demaree, and Wolf (1984) for each leader’s group.”
Antecedents of Servant Leadership (2014, background): “Bommer, Rubin, and Baldwin (2004) suggest that future leadership should shift its focus towards antecedents to contribute to our knowledge of why some people engage in leadership behavior and others do not.”
Do they [all] see my true self? Leader's relational authenticity and followers' assessments of transformational leadership (2010, background): “It is important to note that divergent ratings across followers cannot necessarily be explained by the same variables that are generally associated with higher ratings in transformational leadership behaviour, such as dispositional variables (Bono & Judge, 2004 ), demographics (Eagly, Johannesen-Sc”
Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full range leadership theory (2020, background): “First, they answer a call by Bommer, Rubin, and Baldwin (2004) for research into the genesis of leadership styles.”
Role of transformational and transactional leadership on job satisfaction and career satisfaction (2010, background): “Transformational leaders also help in the acceptance of organizational change (Bommer et al., 2004) especially when it is about accepting technology and acquisition (Schepers et al., 2005; Nemanich and Keller, 2007).”
Supervisors’ engagement in safety leadership: Factors that help and hinder (2013, background): “In contrast, relatively little research has focused on contextual factors that exist within the environment to increase (or decrease) these behaviors (Bommer et al., 2004; Porter and McLaughlin, 2006).”
Refining individualized consideration: Distinguishing developmental leadership and supportive leadership (2006, background): “Recent research by Bommer, Rubin, and Baldwin (2004) examined the antecedents of transformational leadership.”
Impact of leadership styles on employees’ attitude towards their leader and performance: Empirical evidence from Pakistani banks (2016, unknown): “Transformational leaders help individuals to adopt organizational change (Bommer, Rubin, & Baldwin, 2004).”
The depleted leader: The influence of leaders' diminished psychological resources on leadership behaviors ☆ ☆☆ (2014, background): “Furthermore, our findings add to the literature by revealing several antecedents to transformational leadership (e.g. Barling et al., 2000; Bommer et al., 2004; Turner et al., 2002) and abusive supervision (e.g. Hoobler & Brass, 2006; Tepper et al., 2006, 2011).”
Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change (2005, result): “This assertion is consistent with the empirical findings of Reichers et al. (1997) and Bommer et al. (2004).”