What we have learned about developing transformational leaders

By E. Kevin Kelloway, Julian Barling. 2000

152 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1ebb234a5e1a84228016a979f87398f8d31a500a

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Researching the Trainability of Transformational Organizational Leadership (2005, background): “As suggested by Kelloway and Barling (2000), participants were advised to focus on small behavioural changes and to emphasize the implementation of only that which could be sustained over time.”
Exploring the effects of trust, task interdependence and virtualness on knowledge sharing in teams (2008, background): “As such, there is growing acknowledgement that employees may not always be motivated to share their knowledge with others (e.g. Kelloway & Barling, 2000; Husted & Michailova, 2002; Currie & Kerrin, 2003; MacNeil, 2003).”
EFFECT OF LEADERSHIP DEVELOPMENT ON EMPLOYEE PERFORMANCE IN PAKISTAN (2016, result): “These results are also supported by Kirkpatrick (2006), Agarwal et al.”
Transformational Teaching and Adolescent Self‐Determined Motivation, Self‐Efficacy, and Intentions to Engage in Leisure Time Physical Activity: A Randomised Controlled Pilot Trial (2011, background): “, (b) discuss and identify strategies for utilising transformational behaviors in teachers’ daily interactions with students, and (c) receive feedback on the potential application of these behaviors within teachers’ unique work contexts (Kelloway & Barling, 2000).”
Inconsistent style of leadership as a predictor of safety behaviour (2011, unknown): “These early employment experiences have substantial formative and developmental implications for individuals (for a review see Frone, 1999), their employing organizations, and society at large (Kelloway & Barling, 2000).”
Transformational leadership and psychological well-being: the mediating role of meaningful work. (2007, background): “These studies extend our understanding of the positive effects of transformational leadership, and practical application of the current results suggests that leadership training in this area could be associated with an increase in the psychological well-being of followers (Barling, Weber, & Kelloway”
Personal epistemological beliefs and transformational leadership behaviours (2005, methodology): “A closer look at the approaches to training and coaching strategies used as part interventions outlined by Kelloway and Barling (2000) reveals similarities with strategies known to facilitate change in epistemological beliefs.”