Transformational leadership approaches: A review and synthesis.
By Marshall Sashkin. 2004
100 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/37be410c7663fdadfacec46bc68b52ccd59f90b8
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
- John Antonakis
- R. Liden
- Laurenz Langer
- Janice S Tripney
- Kathryn E. Eklund
- D. Herold
- Erin S. Barry
- N. Grunberg
Citations in the corpus
- The Science of Using Science: Researching the Use of Research Evidence in Decision-Making (2016, background): “This motivation is then complimented by active stimulation to counter existing practice and direct facilitation to support the transformation of decision-makers’ practices (opportunity & motivation) (e.g. Avolio, 1999; Hartley 2003; Sashkin 2004; Wang et al 2011).”
- Visionary leadership and its relationship to organizational effectiveness (2014, background): “All of these instruments (LBQ, LBQ-R, and TLP) demonstrate high validity and reliability (Rosenbach et al., 1996; Sashkin, 2004; Sashkin et al., 1992) and were used also in a wide variety of research studies.”
- Considering context in psychological leadership research (2009, background): “Important to note is that not only do individuals do as the situation demands they should, but they have, in the first instance selected those environments and are active players in shaping them (see Schneider, 1987), particularly when they are leaders (Sashkin, 2004).”
- Gender and Leadership (2017, background): “Of note, not only do individuals behave as the situation demands, but they have selected particular environments and are active players in shaping the environments [82], particularly when they are leaders [83].”
- The effects of transformational and change leadership on employees' commitment to a change: a multilevel study. (2008, background): “Though little work has been done to explicate the criticality of any one of these factors, or their relative potency, creating and communicating a vision and creating empowering opportunities are the most common aspects of leader behavior shared by different treatments of transformational leadership”