Transformational Leadership and Organizational Culture: The Situational Strength Perspective
By S. A. Masood, S. Dani, N. Burns, C. Backhouse. 2006
144 citations recorded by the source corpus.
Abstract This paper provides a new leadership alignment model incorporating various concepts focusing on leadership styles, organizational leadership, and situational strength. These concepts are brought together to introduce a leadership model, which looks not only at individual leadership and the effect of that on the organization but also at an organization as a system and how leadership behaviour and culture in individual departments or sections in an organization can be explained. Based on the work of Podsakoff et al., a 23-item measure of transformational leadership questionnaire was employed to evaluate transformational leaders. 339 followers from five manufacturing companies were asked to complete the questionnaire about their leaders and it was analysed to identify transformational leaders. The 76 manufacturing leaders then completed the organizational culture assessment instrument and a situational strength questionnaire, which was used to study the hypothesis.
Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/3a6f1dcda7cd8d2578e56f83a741b7c6734c7856
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Information Systems
In Organizational Behavior and Human Resource Management
- Reeshad S. Dalal
- Rustin D. Meyer
- Serina Al-Haddad
- T. Kotnour
- Silvia Bonaccio
- N. Bowling
- T. Judge
- Christopher M. Berry
In Strategy and Management
Citations in the corpus
- A meta‐analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship (2009, background): “…situational strength, the first and second authors located published papers that utilized this construct (e.g., Dierdorff & Surface, 2007; Masood et al., 2006) or closely related concepts such as situational and structural ambiguity (Bowles et al., 2005) or climate strength (e.g.,…”
- Integrating the organizational change literature: a model for successful change (2015, background): “Acts of leadership enable the organization to respond to the changing environment by creating a vision and making prompt decisions in terms of resources and technologies (Ekvall and Arvonen, 1991; Masood et al., 2006).”