LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS

By L. Bruno. 2008

5,757 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/40f95a44809297ebf03e1a5a6e41fd14807981aa

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Citations in the corpus

Exploring linkages among transformational leadership, workplace spirituality and well-being in health care workers (2011, background): “Transformational leaders are said to be employeefocused and make concerted efforts to inspire and motivate employees to attain shared goals, to stimulate their intellectual development and provide opportunities for meaningful work, to demonstrate interest in their employees’ personal and professiona”
The role of leadership in emergent, self-organization (2007, methodology): “If leaders cannot envision and predict the future state of a system, if they do not direct change in complex systems because it emerges from the interactions among people throughout the system, what, then, do leaders do? Marion & Uhl-Bien (2001) review the literature on complexity science and argue ”
Servant Leadership Behaviour Scale: A hierarchical model and test of construct validity (2011, methodology): “For example, Carless (1998, 2001) employed a second-order factor structure to examine alternate models of transformational leadership using the Multifactor Leadership Questionnaire (MLQ; Bass, 1985) and the Leadership Practice Inventory (LPI; Kouzes & Posner, 1995).”
Emotional Intelligence, Leadership Style, and Perceived Leadership Effectiveness (2009, background): “Charismatic leadership, a form of transformational leadership (Bass, 1985, 1997), may also have its roots in managing emotions (Ashkanasy & Tse, 2000).”
Transformational leadership sub-dimensions and their link to leaders' personality and performance (2015, background): “However, given that transformational leadership comprises different sub-dimensions (Bass, 1985), it is important to examinewhether certain personality traits affect these sub-dimensions equally.”
Safety leadership: A meta‐analytic review of transformational and transactional leadership styles as antecedents of safety behaviours (2013, background): “Furtherwork has suggested that the concept of ‘transformational leadership’ (Bass, 1985) has relevance toworkplace safety (e.g., Barling et al., 2002); this style of leadership evokes changes in subordinates’ value systems to align them with organizational goals.”
Enhancing the Effectiveness of Work Groups and Teams (2006, background): “Bass (1985) further elaborated the nature of transformational leadership and also argued that transactional leadership (i.”
Transformational vs. Transactional Leadership Theories: Evidence in Literature (2013, background): “Versions of transformational leadership have been proposed by several theorists, including Bass (1985, 1996).”
A Qualitative Study of Performance Leadership and Management in Elite Sport (2011, unknown): “…participative and laissez faire (Lewin et al., 1939), charismatic (House, 1977; Weber, 1947), directive, supportive, participative and achievement-oriented (House, 1971; 1996), transactional and transformational (Bass, 1985; Burns 1978), and people-oriented and task-oriented (Tracy, 1987) styles.”
The Leadership Teachers Want from Principals: Transformational (2013, methodology): “Building on the work of Burns (1978), Bass (1985) posited that leadership was composed of three domains: transformational, transactional, and laissez-faire.”
How do job characteristics contribute to burnout? Exploring the distinct mediating roles of perceived autonomy, competence, and relatedness (2013, background): “Such behaviours occur when managers provide employees with constructive feedback, encourage them to think creatively, and convince them to put extra effort into their job (Bass, 1985).”
Leadership Styles and Employees’ Commitment: Empirical Evidence From Nigeria (2019, methodology): “This is done through the alteration of their perception, behavior, morals, ideas, interests, and values (Bass, 1985). It is imperative to note that this concept was first presented by Burns (1978) and later expanded by different researchers like Bass and Avolio (1990); Bass, Avolio, Jung, and Berson”
Leader Self and Means Efficacy: A multi-component approach (2012, methodology): “tion (Miner, 1993), transformational leadership (Bass, 1985), and motivation-to-lead (Chan & Drasgow, 2001), amongst others.”
Examining Follower Responses to Transformational Leadership from a Dynamic, Person–Environment Fit Perspective (2017, unknown): “Our examination is rooted in Bass ’ (1985) model, which conceptualizes transformational leadership as a gestalt of four dimensions: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.”
Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context (2012, methodology): “Contrary to the transformational leader, the transactional leader (Bass, 1985) is recognized as the person who has influence in the existing system and culture, and he or she takes delight in avoiding risks, emphasizing more the limits of time and efficiency, and taking control of the performance pr”
Transformational Leadership and Leaders’ Mode of Care Reasoning (2011, unknown): “Similarly, the selfsacrificing focus on meeting the needs of others that characterizes the second mode of care reasoning is also inconsistent with a transactional ‘‘contingent reward’’ exchange process (Bass 1985).”
Follower Behavior and Organizational Performance: The Impact of Transformational Leaders (2007, background): “Bass (1985) identified four components of transformational leadership: Idealized Influence Leaders are admired, respected, and trusted.”
Leadership styles and organizational commitment: literature review (2016, methodology): “Bass (1985) describes intellectual stimulation as leadership that arouses subordinates to challenge their own thinking and beliefs and to be creative in problem solving.”
Effects of Gender, Education, and Age upon Leaders’ Use of Influence Tactics and Full Range Leadership Behaviors (2007, methodology): “Measures Four subscales of leaders’ transformational behaviors (inspirational motivation, idealized infl uence, individualized consideration, and intellectual stimulation) were measured with the Multi-factor Leadership Questionnaire (MLQ; Bass, 1985).”