Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research

By Gang Wang, In-Sue Oh, Stephen H. Courtright, Amy E. Colbert. 2011

1,293 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1ec7364dd703b00cff241322ec2284f66ec9de4d

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Citations in the corpus

Engaging leadership in the job demands-resources model (2015, neutral): “Moreover, engaging leaders also strengthen their followers meaning that they foster performance and performance behaviors such as self-development, proactivity, and goal directedness (see the meta-analyses of Wang et al. , 2011, for similar effects of transformational leadership).”
Resilient leadership: a transformational-transactional leadership mix (2015, background): “…(White, 2013; Bass and Avolio, 1993; Gladwell, 2000 as cited in Everly, 2010), employee motivation, employee job satisfaction (Ngadiman et al., 2013; Voon et al., 2011), employee performance, team performance and organisational performance (Wang et al., 2011 as cited in Lai, 2011), among others.”
Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity (2015, background): “…found that transformational leadership is related to individual task performance (Judge & Piccolo, 2004; Wang et al., 2011), as well as creative performance (Wang et al., 2011), though the latter has been the subject of fewer empirical investigations (e.g., Mumford, Scott, Gaddis, & Strange, 2002).”
Creative Leadership: A Multi-Context Conceptualization† (2015, background): “The link between transformational leadership and follower creativity and innovation has gained support from various empirical studies, as well as from two recent meta-analyses (Hammond et al., 2011; Wang et al., 2011) that generally report positive moderate relationships between transformational lea”
Transformational Leadership, Interactional Justice, and Organizational Citizenship Behavior (2014, background): “In a similar vein, Wu et al. (2007) supported a partial mediation model showing that interactional justice components (interpersonal, informational justice; Colquitt, 2001) mediated relations between transformational leadership and attitudes about organizational change.”
Examining the Role of Personal Identification With the Leader in Leadership Effectiveness (2013, background): “As one of the most widely studied leadership paradigms (Avolio, Walumbwa, & Weber, 2009), transformational leadership has been shown to play a positive role in followers’ attitudinal and behavioral outcomes (e.g., Judge & Piccolo, 2004; Lowe, Kroeck, & Sivasubramaniam, 1996; Wang et al., 2011).”
Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance (2016, background): “It is well known that transformational leaders are valuable to organizations, because they are successful in stimulating their employees to perform their work well (Wang et al., 2011).”