Transformational leadership and the dissemination of organizational goals: A case study of a telecommunication firm.

By Yair Berson, Bruce J. Avolio. 2004

299 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/2224fc2b8ee2382945126d5bbee4f5fcb5bdf4b1

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Citations in the corpus

Mere listening effect on creativity and the mediating role of psychological safety. (2018, background): “For example, listening was positively correlated with perceived leadership (Bechler & Johnson, 1995; Johnson & Bechler, 1998) and more specifically with transformational leadership (Berson & Avolio, 2004; Kluger & Zaidel, 2013).”
Effect of transformational-leadership style and management control system on managerial performance (2017, background): “Third, transformational leaders use intellectual stimulation and challenge employees to accept innovative solutions to problems and to challenge the status quo (Bass, 1985; Berson & Avolio, 2004).”
Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership (2008, unknown): “Although previous research has suggested that transformational leadership ensures the attendance and understanding of a strategic direction (e.g. Berson and Avolio, 2004), our non-significant finding might be explained by the fact that senior team members may have a voice in determining the…”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “…is as strongly related to the elements of charismatic–transformational leadership as these elements are related to each other, and correlations here typically are at least in the high 0.60s (Berson & Avolio, 2004; Garman, Davis-Lenane, & Corrigan, 2003; O’Shea, Foti, Hauenstein, & Bycio, 2009).”
The mediation role of leadership styles in integrated project collaboration: An emotional intelligence perspective (2018, background): “Scholars found that EI competencies may contribute to some specific elements of transformational leadership (Berson and Avolio, 2004; Hur et al., 2011; Lam and O'Higgins, 2012).”
Leadership Style and Organizational Learning: The Mediate Effect of School Vision. (2010, background): “Support for the use of a higher order construct to measure transformational leadership can be found in several studies (e.g. Avolio et al., 1999; Berson and Avolio, 2004).”
The effects of principals’ perceived instructional and distributed leadership practices on their perceptions of school climate (2018, unknown): “…Fuad, Ismail, & Majid, 2014), self-efficacy, and organizational commitment (Berson & Avolio, 2004; Leithwood & Jantzi, 1990), as well as school organizational capacity (Leithwood & Jantzi, 1990), health (Korkmaz, 2007), climate and effectiveness (Berson & Avolio, 2004; Marks & Printy, 2003).”
Ceo Transformational Leadership: The Role of Goal Importance Congruence in Top Management Teams (2008, background): “Berson and Avolio (2004) found that transformational leaders were rated by followers as more effective at communicating organizational goals.”
The Social and Economic Mission of Social Enterprises: Dimensions, Measurement, Validation, and Relation (2015, background): “Scholars (Berson & Avolio, 2004; Roth & Ricks, 1994) stress the Table 1 Sample Frame Integration enterprises (2007) Portfolios of social investors (2007) Triple bottom line cooperatives (2007) VSOs (2007) Official list of Flemish government (n = 170) 4 institutional social investors that invest…”
Role of transformational and transactional leadership on job satisfaction and career satisfaction (2010, background): “Having effective communication skills, transformational leaders tend to have higher agreement on the strategic goals of the organization (Berson and Avolio, 2004).”
A 25-year perspective on levels of analysis in leadership research (2014, unknown): “However, a strongmulti-level presence continued to growwithin leadership research aswell (Berson & Avolio, 2004; Chun, Yammarino, Dionne, Sosik, & Moon, 2009; Dansereau, 1995; Hofmann, Morgeson, & Gerras, 2003; Jaussi & Dionne, 2003; Jung, 2001; Kark, Shamir, & Chen, 2003; Kim & Yukl, 1995;…”
Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “This connection has received very little attention even outside the context of organizational change (for exceptions, see Berson & Avolio, 2004; Colbert, Kristof-Brown, Bradley, & Barrick, 2008).”