Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS

By Jens Rowold, Kathrin Heinitz. 2007

322 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/32ba23a62016f340a15082c46f50c17320962bc7

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Is Transformational Leadership Universal? A Meta-Analytical Investigation of Multifactor Leadership Questionnaire Means Across Cultures (2011, background): “There is reasonable support for the factorial structure of this instrument across organizational and cultural contexts (Bass, 1997; Rowold & Heinitz, 2007).”
Relationship between leadership behaviors and performance: The moderating role of a work team's level of age, gender, and cultural heterogeneity (2011, background): “In general, leadership research focuses on one leadership paradigm at a time, although the considerable theoretical overlap between these theories has been discussed ( Rowold and Heinitz, 2007”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, methodology): “…these models seem to cover very similar ground—a conclusion that is corroborated by the observation of intercorrelations between the two measures that are so high (r ¼ 0.88; Rowold & Heinitz, 2007) that it is clear these measures have great overlap (Conger & Kanungo, 1994; Rowold & Heinitz, 2007).”
Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research (2011, background): “Interestingly, in two of these studies (Howell & Avolio, 1993; Rowold & Heinitz, 2007), transactional leadership was negatively related to unit performance after controlling for transformational leadership.”
The relationship between transformational leadership, perceived leader effectiveness and teachers’ job satisfaction (2014, background): “Transformational leadership was found to augment the impact of transactional leadership on both subjective performance and objective effectiveness indicators such as profit (Rowold and Heinitz, 2007).”
Within-group agreement: On the use (and misuse) of rWG and rWG(J) in leadership research and some best practice guidelines. (2012, methodology): “For additional ideas on how to summarize and report data aggregation statistics, we refer the reader to Rowold and Heinitz (2007) andWalker et al. (2008).”
Transformational leadership as a mediator between emotional intelligence and team outcomes (2011, background): “…employees become convinced that they can attain higher goals than they initially thought possible which, in turn, has led to positive team performance in both subjective (Schaubroeck, Lam, & Cha, 2007) and objective measures of performance (Koene, Vogelaar, & Soeters, 2002; Rowold & Heinitz, 2007).”
Moralized Leadership: The Construction and Consequences of Ethical Leader Perceptions (2015, background): “Care and compassion are also reflected in the “sensitivity to members’ needs” subfactor of charismatic leadership (Conger & Kanungo, 1998; Rowold & Heinitz, 2007) and in the construct of servant leadership.”
CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age (2012, background): “…ranging from leader effectiveness (DeGroot et al. 2000; Judge and Piccolo 2004) to follower satisfaction and performance (Conger et al. 2000; Judge and Piccolo 2004; Rowold and Heinitz 2007) and to group and organizational performance (Bass et al. 2003; Judge and Piccolo 2004; Waldman et al. 2004).”
Tackling the Problem of Construct Proliferation (2016, background): “Second, studies that have examined the discriminant validity of new leadership constructs do not always account for measurement error (Liden, Wayne, Zhao, & Henderson, 2008; Rowold & Heinitz, 2007).”
Transformational Leadership and Turnover Intentions: The Mediating Role of Employee Performance during the COVID-19 Pandemic (2021, background): “The distinction between inspirational motivation and idealized influence is less obvious from a theoretical viewpoint, because charismatic leaders often have a tendency to encourage people with their views (Rowold and Heinitz 2007; Mesu et al. 2015).”
In the Eyes of the Beholder (2009, unknown): “…on followers’ behavioral outcomes (Avolio & Bass, 1988; Judge & Piccolo, 2004; Lowe et al., 1996; Nemanich & Keller, 2007; Podsakoff et al., 1996; Rowold & Heinitz, 2007), the focus has shifted to the processes that convey the effects of transformational leadership to followers’ outcomes (e.g.,…”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “Such an ethical foundation is essential to the charismatic/transformational leader’s vision (Rowold and Heinitz 2007).”