Motivation and Transactional, Charismatic, and Transformational Leadership: A Test of Antecedents

By Jr. John E. Barbuto. 2005

412 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/2f4c9b8dcaedbcf273e62abcc6b8022ac76f5518

How researchers see this paper

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

In Demography

1. Husnain Javed
2. A. Chaudhry
3. Russell P. Guay

In Organizational Behavior and Human Resource Management

1. Husnain Javed
2. Yaniv Kanat‐Maymon
3. Marco Furtner
4. Tania Bucic
5. G. Roth
6. J. Rauthmann
7. L. Robinson
8. Prem Ramburuth

In Strategy and Management

1. Husnain Javed
2. A. Chaudhry
3. Russell P. Guay

Citations in the corpus

• The relationship between leader fit and transformational leadership (2013, background): “These include leader psychological states, such as motivation (Barbuto, 2005) and empowerment (Martin and Bush, 2006); workplace environment, such as social context (Bommer et al.”
• Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-faire leadership (2013, background): “Because intrinsic motivation of leaders is associated with being personally expressive in leading (Barbuto, 2005; Furtner, Rauthmann, & Sachse, 2011b; Ilies et al., 2005; Shamir et al., 1993), we can expect that natural reward strategies from self-leadership, a dimension strongly referring to…”
• Work motivations as antecedents and outcomes of leadership: Integrating self-determination theory and the full range leadership theory (2020, background): “For instance, instrumentally motivated supervisors are more likely to see the value in an employee reward system (Barbuto, Fritz, & Marx, 2002). Thus, supervisors driven by controlled motivation are more likely to embrace transactional leadership behaviors and to rely on a reward/punishment system, ”
• Effects of Leadership Style on Team Learning. (2010, background): “Styles of transactional leadership include laissez-faire, management-byexception, and contingent reward (Bass, 1985), though as Barbuto (2005) notes, laissez-faire often is excluded from conceptualizations because it implies a lack of leadership.”
• Impact of Transactional and Laissez Faire Leadership Style on Motivation (2012, background): “Barbuto (2005) “Worked on Motivation and Transactional, Charismatic, and Transformational Leadership”.”