The transformational‐transactional leadership model in practice

By J. Sarros, Joseph C. Santora. 2001

297 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1de2dacb9087ba757df8ee84a4e0626fcdc4c33a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. Emma L. Tickle
2. Eduardo Salas
3. J. Brownlee
4. Michel Dion
5. Di Nailon

In Organizational Behavior and Human Resource Management

1. Eduardo Salas
2. C. Shawn Burke
3. Emma L. Tickle
4. Elizabeth H. Lazzara
5. J. Brownlee
6. Michel Dion
7. Di Nailon
8. Dana E. Sims

Citations in the corpus

• Are ethical theories relevant for ethical leadership (2012, background): “Sarros and Santora (2001) believed that transformational leadership stimulates caring, autonomy, creativity and self-esteem, while transactional leadership is more focused on results through the implementation of organizational policies and procedures.”
• THE IMPACT OF PERSONALITY AND LEADERSHIP STYLES ON LEADING CHANGE CAPABILITY OF MALAYSIAN MANAGERS (2011, unknown): “Items (30-39) examined agreeableness trait.”
• Trust in leadership: A multi-level review and integration (2007, background): “Others have also found evidence for the idea that different cultures have various “prototypes” of what constitutes effective leadership (e.g., Bass, 1997; Sarros & Santora, 2001).”
• Personal epistemological beliefs and transformational leadership behaviours (2005, background): “Finally, transformational leaders respond to the individual needs of subordinates, treating each subordinate as an important contributor to the workplace (Coad & Berry, 1998; Sarros & Santora, 2001b ).”